Leading in a Way That Elevates Others

In a recent episode of The Unbroken Place, I had the opportunity to sit with Elize Giese and explore a concept that stayed with me long after the conversation ended. She described how the most impactful leaders create “lift” for their teams. The image she used came from the V-formation of geese in flight. The lead goose generates an upward current that helps sustain the birds behind it. The effort of one creates support for many.

That image invites a simple but important question for anyone in a leadership role. How are you creating lift for your team?

Creating lift begins with awareness. Leaders who understand the emotional and psychological climate of their teams are better positioned to respond in ways that strengthen performance and connection. Emotional intelligence plays a central role here. Research by Sigal G. Barsade demonstrates how emotions within a group can influence overall behavior and outcomes. When a leader brings steadiness, encouragement, and clarity into a space, those qualities tend to extend beyond the individual and shape the broader environment.

Lift is also created through how leaders approach development. People grow when they feel supported in ways that are both practical and relational. This includes providing clear expectations, offering constructive feedback, and recognizing progress. Research by Amy C. Edmondson on psychological safety shows that individuals are more likely to engage, learn, and contribute when they feel safe to take interpersonal risks. A leader who fosters this kind of environment allows team members to bring forward ideas, ask questions, and acknowledge mistakes without fear. This atmosphere becomes a source of lift because it frees people to focus on growth rather than self-protection.

There is also something important about consistency. Lift is not created through a single conversation or moment of encouragement. It is built over time through repeated actions that communicate reliability and care. Checking in with team members, following through on commitments, and remaining present during challenges all contribute to this process. These behaviors may seem simple, yet they carry significant weight when experienced consistently.

Another way leaders create lift is by aligning individual strengths with team goals. When people are placed in roles that reflect their capabilities and interests, their energy tends to increase. They become more engaged in their work and more connected to the outcomes they are helping to produce. Leaders who take the time to understand what each person brings to the table can position their teams in ways that elevate both performance and satisfaction.

Communication also shapes the level of lift within a team. Clear and thoughtful communication reduces confusion and builds trust. It allows people to understand not only what is expected, but also why their work matters. When leaders connect daily tasks to a larger purpose, they provide a sense of direction that can sustain motivation over time.

It is worth noting that creating lift does not mean removing all challenges. Teams still face deadlines, pressure, and complex decisions. Lift shows up in how leaders guide people through those moments. It is reflected in the tone of conversations, the clarity of expectations, and the support offered along the way. These elements help individuals navigate difficulty with a greater sense of stability.

The leaders who create lift are often remembered not only for what they accomplished, but for how they made others feel and what they helped others become. Their influence extends beyond metrics because it is rooted in the development of people. They understand that when individuals are supported, the entire team rises.

So the question remains. How are you creating lift for your team today?

Watch the episode with Elise here!

https://www.youtube.com/watch?v=tFmGbyeQPr4

Sources

Barsade, S. G. (2002). The ripple effect: Emotional contagion and its influence on group behavior. Administrative Science Quarterly, 47(4), 644–675.

Edmondson, A. C. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350–383.