April 10, 2025

Leadership is not defined by an exercise but by the capacity to increase a sense of power in those leaders. The most essential role of the leader is to develop more leaders.

Mary Beth Follett

John Maxwell often says, “Everything rises and falls on leadership, “and  Craig Groeschel of the Global Leadership Summit says, “When Leaders get better, everyone gets better. “Getting better than is not the province of the leader, only the leader’s Leadership capacity. The development of the ability to evolve and continually learn and adapt cannot be a solo mission for the leader or even the mission of an executive team. Collective capacity building is the key responsibility of leadership. Mary Beth Follet notes, “Leadership is not defined by an exercise but by the capacity to increase a sense of power in those who lead. The most essential  role of the leader is to develop more leaders. This capacity is collective capacity, Which is the intentional development of learnability  IQ and relational EQ  in the organization, which is a primary role of leaders in any organization. John Maxwell, in the 21 Irrefutable Laws of Leadership, writes, “The greatest way to improve an organization is through leadership development.” Dr.Todd Whitaker, in What Great Principals Do Differently, writes that a great principal knows it is “people, not programs. “Organizations in any sector must be learning organizations. Peter Senge, in The Fifth Discipline, writes, “Learning organizations are organizations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free and where people are continually learning to learn together. Effective leadership requires leaders to strive constantly to move beyond individual capacity or even a small group’s capacity to cultivate collective capacity intentionally.

“It’s People, not Programs.”

What Great Principles Do Differently

Dr.Todd Whitaker

This Thursday’s leadership insight defines collective capacity, describes some practices, and describes the impact seen in organizations that practice collective capability. Five strategies a leader can apply to implement collective capacity are shared.

What is collective capacity?

Collective capacity is an organization’s shared ability to learn, adapt, and collaborate through a blend of cognitive agility (learning IQ) and emotional intelligence (EQ). This approach transforms organizations into dynamic ecosystems where leaders and followers co-create solutions, foster innovation, and build resilient cultures in leadership development. Gustava Razetti, in Leading is Not a Solo Sport, writes that the world has evolved, and so should leadership models. One person can’t have all the knowledge needed to make decisions. Solving complex problems requires a diverse variety of skill sets and mindsets. Leadership must become a team sport. Instead of ‘developing leaders,’ organizations must build ‘collective leadership’ capacity.

What does Collective capacity look like in practice?

Collective capacity is evident in teams that:

Leadership Choice and Model: Leaders are what Patrick Lencioni refers to as chief repeating officers. They intentionally and continually use we and team in conversation, and their actions match their words.

Learn collaboratively: Members actively share knowledge, challenge assumptions, and solve problems through diverse perspectives. Meetings are based on connection, engagement, and learning. There is an intentional plan to tap resources to grow.

Connect empathetically: High EQ enables self and relational awareness,trust-building, conflict resolution, and psychological safety, allowing teams to thrive under pressure.

Lead fluidly: Leadership shifts based on expertise, with decision-making distributed across the group to leverage strengths and experiences rather than centralized authority.

Impact on Leadership: Leaders transition from directive authority figures to facilitators who empower others. They prioritize core values and adaptability mentorship, foster inclusive dialogue, and model vulnerability to strengthen team cohesion.

Impact on Followers: Employees feel valued, trusted, and psychologically safe to innovate. This autonomy boosts intrinsic motivation, accountability, and ownership of shared goals.

Five Proven Strategies to Build Collective Capacity

1. Cultivate Psychological Safety

Create environments where teams can voice ideas without fear of judgment. Google’s Project Aristotle found psychological safety to be the top predictor of high-performing teams

. Leaders can:

Encourage open feedback and acknowledge mistakes as learning opportunities.

Use structured forums like “brain trust” sessions to democratize problem-solving.

2. Leverage Cross-Functional Collaboration

Break down silos by forming multidisciplinary teams to tackle complex challenges. The Boston Consulting Group’s leadership strategy emphasizes aligning diverse skills to drive innovation.

For example:

Rotate team members across projects to expose them to new perspectives.

Host “innovation sprints” where cross-departmental groups co-design solutions

3. Implement Shared Learning practices to emphasize a learnability IQ capacity

Adopt professional learning communities (PLCs) to build collective IQ and EQ. School systems utilize PLCs to address issues from achievement to culture. At universities, PLCs focusing on equity work improved DEI outcomes by fostering shared understanding and peer support.

Steps include:

Facilitating book clubs or mastermind groups on leadership, emotional intelligence, and personal growth.

Using personality assessments (e.g., Myers-Briggs) to clarify team strengths. Using the DISC communication styles assessment to understand their own and others’ communication styles to prompt collaboration, problem-solving, and conflict resolution. Using the Six Working Genius assessment to enhance awareness of working strengths, competencies, and frustrations and how to apply them in their growth and to serve the organization.

4. Develop relationship EQ Capacity Through Mentorship and experiences

Pair leaders with mentors who model emotional intelligence. Daniel Goleman’s research shows that EQ accounts for 90% of leadership success among high performers1

Tactics:

Train mentors in active listening and empathy-based coaching

Utilize reverse mentoring pairing cross-generational groups to bridge generational diversity gaps as described by Dr.Tim Elmore in A New Kind of Diversity. or David Yaeger’s 10 to 25

5. Develop an intentional framework of leadership development and action planning

Each team member would have an assigned mentor and an expectation to develop an individual group plan for their personal growth, leadership, and contribution to the team or organization. Empower individuals and teams to lead in their areas of expertise. where the most knowledgeable member leads specific initiatives and utilizes 360degree feedback to learn to reflect and focus on growth

The Result: A Culture of Collective Success

Organizations that prioritize collective capacity see faster adaptation to change, higher employee retention, and stronger innovation and leadership pipelines. As Gustavo Razzetti notes, collective leadership turns development into a “team sport” where growth is systemic, not siloed. By blending learning IQ and relationship EQ, leaders create organizational cultures where every voice fuels progress and success is a shared journey.

The leadership questions for you then are

1. What is the collective capacity of your organization?

2. What one or two strategies can you implement today to develop collective capacity in your organization?