People support a world they help create Meaning Factcheck Usage

Context

In the book, this idea is presented as a key leadership differentiator. It’s framed as the alternative to the old-school, command-and-control boss who just barks orders. The authors argue that the most effective leaders don’t just delegate tasks; they delegate ownership.

Usage Examples

So how do you actually use this? It’s all about the questions you ask.

• With Your Team: Instead of presenting a finished project plan, bring a skeleton. Say, “Here’s the goal. How do we get there? What are we missing?” Watch the energy in the room change.
• With Clients: Don’t just sell them a solution. Involve them in the discovery process. Ask, “What would success look like from your chair?” They stop being a client and start being a partner.
• At Home: Seriously, even with kids. “What should we do for our next family vacation?” The kid who suggests the zoo is the one who won’t complain about going to the zoo.

It works for managers, entrepreneurs, product developers… anyone who needs to lead people, not just manage processes.

To whom it appeals?

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Common Questions

Question: What if their ideas are bad?

Answer: You don’t have to use every idea. The power is in the act of contributing. Acknowledge the input, explain the constraints, and incorporate what you can. The feeling of being heard is often more important than the idea itself being implemented.

Question: Isn’t this just a fancy way of saying “get buy-in”?

Answer: It’s deeper than that. Buy-in is getting people to agree with your plan. Co-creation is building the plan together from the start. It’s the difference between renting and owning.

Question: Does this work in a crisis when you need to act fast?

Answer: Fair point. In a true emergency, you command. But the reason this principle is so powerful is that if you’ve used it to build your team’s culture, they’ll trust your command in a crisis because they know it’s the exception, not the rule.