One time, while I was working at a central Danish bank, I had the unique opportunity to lead an Indian IT team. It was a fascinating experience but also a challenging one. You see, Indian IT developers are often accustomed to following specific instructions to the letter. But this project was massive—too complex for me to give them every tiny detail. I couldn’t possibly oversee every decision or dictate every step. It felt like the weight of the project was pressing down on me.

During that time, I stumbled upon Robyn Benneca’s teachings, which completely shifted my approach to leadership. Robyn had this powerful message: when people aren’t just working with each other but “for” each other, that’s when the magic happens. This idea resonated with me deeply, especially given the scale of the project I was leading. I knew right then and there that I needed to embrace a different kind of leadership—one that didn’t just rely on me directing but on empowering the team.

So, at that moment, I adopted Robyn’s eight essential values. These values didn’t just help me manage the project—they transformed the way I thought about leadership.

Total Commitment

I think back to those late nights, eyes glued to the screen, fully immersed in the task at hand. Nothing could shake my focus. That’s the kind of dedication I wanted to bring to my team, and it started with me. I showed up online daily with the same smooth or chaotic energy. That energy became contagious—my team felt it. They began to mirror my level of commitment. Setting clear expectations was another game-changer. With my Task Manager, I ensured every team member understood their role and what we were trying to achieve together. Once they had that clarity, they took ownership of their tasks, and I could see their confidence grow.

Of course, I didn’t miss a chance to celebrate their hard work. Even small victories became moments of celebration. I’d give a quick shout-out or send a thank-you message. It wasn’t much, but it motivated them to keep pushing forward.

Empathy and Awareness

During that project, I realized leadership is so much more than hitting deadlines. It’s about truly understanding the people behind the work. I remember one team member, Ravi, who had been struggling silently for weeks. He hadn’t spoken up about it, but one day, I sat down with him and just listened. I could see the relief on his face—he finally felt heard. That moment shifted things for us both.

I made it a point to stay tuned into my team’s emotional well-being. I wasn’t just focused on the output but on how my team felt along the way. Was someone overwhelmed? Were they stuck? I’d ask simple questions like, “How are you feeling about this?” or “What do you need to succeed?”

Bringing everyone into the decision-making process was also key. The more I involved them in discussions, the more they felt valued. It wasn’t just about what I thought—everyone’s voice mattered.

Adversity Management Skills

I’ll never forget the first major setback we faced. The project hit a roadblock, and the team was feeling deflated. At that moment, I realized I had to be the calm in the storm. If I panicked, they would too. So, I stayed composed and focused on solutions rather than the problem itself.

To keep morale up, I made a point to celebrate small wins, no matter how minor. We couldn’t let one hurdle overshadow all the progress we’d made. Recognizing those wins kept the team motivated and resilient. And I didn’t just talk about resilience—I lived it. Leading by example during adversity taught the team that challenges were simply opportunities to grow.

Mutual Respect

One of my greatest lessons is that respect can’t be commanded—it’s earned and nurtured over time. Every interaction with my team was a chance to model respect, whether I was listening to their ideas or acknowledging their contributions.

Giving constructive feedback was a part of our culture, but I made sure it was always done respectfully. It wasn’t about tearing someone down but helping them grow. And I encouraged them to do the same with each other. The result? A stronger, more connected team where everyone felt valued.

“WE” Thinking

This project was a real test of teamwork. Initially, everyone was focused on their individual tasks, but I knew we had to shift from “me” to “we.” I started holding collaborative problem-solving sessions. We brought together team members from different departments, encouraging them to share ideas and work through challenges together. When everyone saw that success was tied to collective effort, something clicked.

One of the biggest challenges was working across different locations, but I made it a priority to foster that “WE” mindset through regular video calls and collaboration tools. It wasn’t easy, but the sense of unity we built was worth it.

Ownership of the Project

Early on, I realized that this project’s success couldn’t rest solely on my shoulders. I needed my team to take ownership. So, I began delegating responsibilities with complete trust. I made it clear that I trusted them to make crucial decisions. It wasn’t just about assigning tasks but empowering them to take the lead.

I tried to create a culture of accountability, where everyone held themselves—and each other—responsible for their work. When someone took the initiative, I celebrated it. Ownership wasn’t just a principle—it became a practice that everyone embraced.

Relinquishment of Ego

The most humbling lesson was learning to let go of my ego. There were times when I didn’t have the answers, and I had to admit that to the team. But instead of seeing it as a weakness, I found that it brought us closer. When I showed humility, my team responded by stepping up, offering solutions, and taking more responsibility.

I made a conscious effort to shift the focus from individual achievements to team successes. When we hit major milestones, it wasn’t about who contributed the most but about celebrating collectively eating cake. This approach fostered an environment where everyone felt supported and valued.

Kinetic Leadership

Leadership isn’t static, and that project taught me to be adaptable. Depending on the situation, I had to switch between being a coach, a supporter, and a director. There were moments when the team needed guidance and other times when they needed space to take the lead.

I also embraced giving real-time feedback. Instead of waiting for formal reviews, I’d provide feedback at the moment. It allowed the team to adjust quickly and keep moving forward.

By the end of the project, I had seen leaders emerge from unexpected places. Some team members who started out hesitant grew into confident leaders themselves. Watching that transformation was incredibly rewarding.

By embedding these values into my leadership approach, I witnessed the magic Robyn Bennecasa talked about. Leadership isn’t just about the person at the top—it’s a shared journey. When people work for each other, amazing things happen, and I’m grateful I got to experience that firsthand.