To be a great leader, rethink your default behaviors

Lessons learned from my year working with IDEO’s CEO Tim Brown

Deirdre Cerminaro
Mar 13, 2015 · 7 min read

I joined IDEO straight from business school. Some differences were immediately obvious, even a bit cliché. Sharpies, not spreadsheets. Post-Its, not PowerPoints. Blue jeans, not blazers. A more subtle difference between IDEO and the traditional business world revealed itself over time: how leaders lead.

I was lucky to spend my first year at IDEO working closely with Tim Brown, our CEO. I consistently found myself surprised by Tim’s default behaviors — the way he acts more often than not. They flip conventional ideas about management and leadership — the kind I learned in the corporate world and in MBA classrooms — on their head.

Here are five of Tim’s default behaviors you might consider adopting.


1. Act with humility.

The confident, assertive, self-important leader is a classic archetype. What if humility was a hallmark of leadership?

Tim has no recollection of this happening, but I remember it well. I spent three hours in the office that day, but I learned the most about Tim in that one moment. The few minutes it took him to walk me to the subway told me volumes about how he treats his colleagues, and about the kind of mentor he would be.

When it comes to leadership, humility is often perceived as weakness. That couldn’t be further from the truth. There are many ways to express humility — you might welcome feedback, admit mistakes, or simply treat others as equals. Your employees will view those as signs of strength, not weakness.

Our office supplies exhibit humility by not taking themselves too seriously.

2. Trust the intuition of others.

Leaders are given leeway to make gut decisions, but the rest of us are expected to make rational, often data-driven, choices. What if leaders empowered employees to trust their own intuition?

It’s only twenty-four words, but this is the most meaningful work e-mail I’ve ever received. Not only did Tim give me confidence to trust myself, he let me know that after months of working together, he trusted my intuition.

You may trust your own intuition, but what about the intuition of others? Exhibiting that kind of trust will have ripple effects on the confidence and skill of your employees. This is true to such a great degree at IDEO that even using the word employee in that sentence doesn’t feel right. As a result of the trust placed in me, I rarely felt like I was working for Tim, but with him.


3. Encourage half-baked ideas.

Most employees, especially new hires, would never consider bringing anything but a polished presentation to a CEO. What if the opposite was true?

Often, we think of leaders as either having the right answers or expecting them. We feel uncomfortable sharing ideas before they’re researched, analyzed, and vetted. Working with Tim, I felt permission to hang on to ideas loosely. He didn’t have all the answers, and he didn’t expect me to either. Eventually, we came up with good ideas together; it was even hard to tell whose idea was whose.

It’s hard to iterate on something that feels finished. (This is why we use Post-Its at IDEO: they’re easy to scribble on and just as easy to throw away.) Creating an environment where your employees — at all levels — feel comfortable sharing half-baked ideas is one way to make ideas better, faster.

Coming up with half-baked ideas on the train from San Francisco to Palo Alto.

4. Inspire, don’t instruct

We usually think of strategy as careful planning to achieve a particular goal. What if strategy didn’t involve a detailed plan?

Tim genuinely believes that the next great idea at IDEO could come from anyone, whether they’ve been at IDEO for 30 years or 30 days. His goal is to inspire our designers: to point in a direction, provide autonomy, spark creativity, and course correct when necessary.

Even if you’re not leading a company of wildly creative people, there’s wisdom in identifying a destination without providing the map. It creates room for others to take ownership of both the route and the results.

Our inspiration wall at IDEO SF, where designers inspire each other.

5. Model behaviors

At many organizations, leaders act differently than everyone else. What if leaders modeled employee behaviors?

At IDEO, our ability to be creative hinges on our willingness to feel silly in front of one another. Part of our culture is to “ask for forgiveness, not permission.” The truth is, permission is very important at IDEO, but in a subtle way. We feel permission to act certain ways not because they are written down anywhere, but because our leaders model those behaviors.

You may never ride a motorized cooler around your office, but whatever behaviors are important to how your organization operates or the kind of culture you want to create, make sure you are the first to model them.

Tim racing in the First Annual Cooler Classic in New York.

There is one commonality across all five behaviors: empowering employees.

The role of leaders at IDEO isn’t to be in front with a flashlight, guiding the way. Instead, it’s to be on the sidelines with a clipboard, providing guidance, inspiration, and support. Leadership is a team sport.

Importantly, Tim doesn’t always exhibit these behaviors, and neither should you. Some situations call for a dose of over-confidence. Half-baked ideas eventually need to become fully-baked. Sometimes careful planning is needed. Some choices require rational decision-making. Some behaviors you won’t always be able to model.

One quality of leadership is knowing when and how to switch back and forth. That kind of wisdom builds with time and experience. An equally important question to ask yourself right now is, “Which behavior is your default?” Do you default to humility or pride? Skepticism or trust in the intuition of others? Half-baked or polished ideas? Inspiration or instruction? Dictating behaviors or modeling them?

In most companies, Tim’s style of leadership is the exception. Default behaviors are the opposite. What if more leaders made it a priority to:

1. Act with humility.

2. Trust the intuition of others.

3. Encourage half-baked ideas.

4. Inspire, don’t instruct.

5. Model behaviors.

I’ll end with one last piece of advice from Tim: odd-numbered lists are more pleasing and easier to remember.

IDEO Stories

"It doesn't occur to most people that everything is designed" - Bill Moggridge

Deirdre Cerminaro

Written by

Systems Designer at IDEO

IDEO Stories

"It doesn't occur to most people that everything is designed" - Bill Moggridge

More From Medium

More from IDEO Stories

More from IDEO Stories

Mapping Data + People

402

Related reads

Welcome to a place where words matter. On Medium, smart voices and original ideas take center stage - with no ads in sight. Watch
Follow all the topics you care about, and we’ll deliver the best stories for you to your homepage and inbox. Explore
Get unlimited access to the best stories on Medium — and support writers while you’re at it. Just $5/month. Upgrade