#8 – Perspective-Taking in Leadership

One real example that sticks with me is from the planning process for the MTICA Convention. I naturally gravitate toward structure, clarity, and long-term strategy. So when I proposed using a centralized playbook and governance framework to guide our planning, I felt resistance from some team members. At the time, it frustrated me. I saw it as a lack of vision or follow-through.

But with space to reflect, I can see that I didn’t fully consider their perspective. Many of them were overwhelmed, juggling multiple commitments, and trying to stay afloat with what was already on their plates. What I interpreted as resistance may have actually been fatigue. If I had taken that into account, I might have presented the framework differently. Instead of leading with structure and process, I could have asked what they were struggling with and positioned the playbook as a tool to reduce the mental load, not increase it.

This ties directly to my personality profile. I lean toward the Driver and Planner roles and tend to take charge with confidence. I am comfortable speaking up, pushing toward goals, and proposing solutions quickly. But that same strength can become a blind spot if I don’t slow down and think about how others are experiencing the situation.

Going forward, I want to get better at asking more thoughtful questions in moments of disagreement. Questions like “What’s feeling most urgent for you right now?” or “What would make this feel easier on your end?” can shift the tone of a conversation and open the door to collaboration instead of friction. It’s not about backing down. It’s about meeting people where they are so we can actually move forward together.