Give them an inch …
One of my goals in writing about leadership is to inspire people to rethink how they approach leading. I believe that by viewing certain approaches through a different lens, we can achieve surprisingly positive outcomes.
This week, I want to explore the idiom, "If you give them an inch, they’ll take a mile." Typically, this phrase is used to highlight negative behavior—like when you let someone come in late once, and suddenly they're showing up late every day. It’s a shorthand way of saying that your generosity has been exploited, often placing all the blame on the other person. But what if we reconsidered this expression entirely?
Recently, several people have reached out to thank me for opportunities I’ve given them—opportunities that, in some cases, have transformed their careers, lives, and even their families. While their feedback is humbling, it’s caused me to reflect on my role in their success. My approach to leadership can be summed up as “give them an inch, and they’ll take it a mile.” But here’s the key difference: I want them to take that mile. To me, it’s not an issue if they seize every opportunity—they should. Yes, there are times when things are taken too far, but the real challenge for leaders is providing the right guardrails, guidance, and support so that the "mile" they take positively contributes to the individual, the team, and the organization.
Guardrails aren’t about rigid instructions. They’re a blend of practices, policies, and norms designed to guide action, provide a safety net for mistakes, and foster risk-taking. Leaders must co-create expectations with their teams and maintain open, high-level communication. These guardrails aren’t static; they can and should be adjusted as the situation and expectations evolve.
Offering your team direction is crucial, but it needs to strike a balance between challenge and support. Micromanaging or dictating tasks can stifle creativity and engagement over time. I’ve found it far more effective to paint a vision of the future and invite my team to grapple with how to achieve it. Yes, in the short term, this approach can lead to ambiguity, uncertainty, frustration, and even failure. But in the long run, it cultivates engagement, passion, purpose, and innovation.
Support is another vital aspect of leadership. I follow what I call the AVA model: Availability, Visibility, and Approachability (more on this in a future article). Support also involves leading with the heart through compassion, kindness, and gratitude. It requires unwavering belief in your team, along with mutual, constructive feedback. True support encourages resilience and grit while also offering care and comfort.
So, when I reflect on the feedback I’ve received about my role in others’ success, I don’t believe it’s just about the opportunities I’ve provided. I like to think that my role has been in giving people the space, guidance, and encouragement to be their best selves and take ownership of their work.
If you give your team an inch, they’ll take it far beyond your expectations—if you focus on creating the right environment for them to thrive.
