I’ve been sitting on this reflection for a while, and I felt it was time to share.
Last year, I attended three meetings that fundamentally changed how I think about leadership — and I wanted to put this out there in case it resonates with anyone else on a similar journey.
Meeting One.
An unexpected discussion emerged around consumer purchasing behaviour and operational efficiency. What started as a tangent became one of the most actionable conversations of the quarter. We weren’t just talking theory — we were uncovering real friction points in how we think about value delivery.
Meeting Two.
A conversation about inflation, value perception, and regional market differences generated some of the highest engagement I have ever seen in a cross-functional forum. The energy in that room (and yes, virtual rooms count) was palpable. People weren’t just attending — they were contributing. They cared. That told me something.
Meeting Three.
A team member’s challenge with inventory management unexpectedly sparked innovation discussions that continued for months. Let me be honest: it wasn’t on the roadmap. But some of the best breakthroughs never are.
None of these topics were on the agenda.
Let that sink in.
At the time, I’ll admit — I found this frustrating.
I was focused on alignment.
I was focused on structure.
I was focused on outcomes.
But here’s what I’ve learned: leadership is often about recognising value where you didn’t expect to find it. Too many organisations try to force every conversation into predefined boxes. Real innovation doesn’t work that way. The most valuable insights emerge from unexpected places. The conversation you didn’t plan for is the conversation people actually care about. Sometimes the agenda is wrong.
Saying that out loud feels uncomfortable. But I believe it’s true.
Today, when I facilitate meetings, I intentionally leave room for those moments.
I leave room for curiosity.
I leave room for authentic engagement.
I leave room for humanity.
Because people aren’t resources. People aren’t headcount. People aren’t attendees on a call. They’re individuals bringing their whole selves to work every day. And when you create psychological safety — when you give people permission to show up as they are — remarkable things can happen.
One example that still amazes me: one of the most active communities in our company today can be traced directly back to those three meetings. A community that now shares advice, recommendations, expertise, and practical support across departments and regions. A community that continues to grow organically. A community that I am truly proud to sponsor.
It’s called The Unscheduled Purchases Working Group.
We currently have channels dedicated to:
- Tea ☕
- Sandwiches 🥪
- Household lighting 💡
- Garden equipment 🌱
- Regional supermarket pricing 🏷️
- Parcel collection best practices 📦
What started as a distraction became a network. What became a network became a community. What became a community is now, somehow, requesting budget. And honestly? I couldn’t be prouder.
Key takeaway / Leadership lesson:
You don’t always choose the culture. Sometimes the culture chooses you. The question is whether you’re paying attention when it happens.
I’d love to hear your thoughts. Have you ever had a meeting that completely changed your perspective? What happened when you leaned into the unexpected?
Drop a comment below 👇
#Leadership #Culture #Innovation #PeopleFirst #Transformation #Community #FutureOfWork #GrowthMindset
Edit: For everyone asking, no, we are not approving the proposal for a company-wide lamp procurement strategy.
Edit 2: The proposal has been resubmitted with executive sponsorship.
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