The Mental Capacity Act Code of Practice offers a simple but profound principle:
"Support people to make their own decisions wherever possible, and when they canāt, make decisions in their best interests"
This isnāt just legal language. Itās guidance on how to show up with humanity. Itās stakeholder management in its most real form.
š³ As leaders, weāre often making decisions on behalf of others. Sometimes, itās with full alignment. Other times, itās with incomplete information, differing views, or unspoken needs. But if we slow down, listen more deeply, and stay rooted in purpose and values, we make better decisions. Wiser ones. Kinder ones.
Scarlett may not be able to express her preferences in the ways most of us do, but she absolutely shows them in her mood, behaviour, and energy. And itās my job to notice, interpret, and advocate for her.
Leadership is no different. Your team may not say what they need, but theyāre showing you, every day.
When we honour those signals, when we pause to connect rather than control, we donāt just make better decisions. We build trust, belonging, and presence. We lead from presence, not protection.
And perhaps thatās the most powerful kind of influence there is.
Just as Iāve learned to include Scarlett in her own decisions through tone, options, rhythm, and choice, never making assumptions about her abilities, we can do the same with our teams.
Even if the strategic decisions lie with us, the process can still include them. That involvement creates ownership, which creates trust. Trust always builds stronger outcomes.
Because people donāt need all the answers to be part of the journey, they need to feel seen, heard, and involved.
Leadership is not just about making decisions. Itās about helping others see themselves in the decisions we make.