The Leader Who Shares the Spotlight

The first time I saw this done well, I almost missed it.

We were in a tense meeting. The kind where the coffee goes cold before anyone takes a sip. A major project had just wrapped, and the client was gushing with praise. They kept directing it toward the senior leader at the head of the table. She smiled, but then did something I still think about today.

“Honestly, you should thank Maria for this,” she said, turning to her project manager. “She carried the timeline like it was her own heartbeat. And James caught an issue weeks ago that could have derailed the whole thing. If anyone saved the day, it was him.”

She went on like that. Naming people. Naming what they did. Not “the team did great work” but “this person solved this exact problem.” The effect was immediate. The client respected her more, not less. And her team? Their loyalty was unshakable.

That moment stuck with me because it showed what most leaders get wrong. Many hoard credit and deflect blame. She gave credit away like it multiplied and she took responsibility as if it was the natural cost of leadership.

Here is the truth. Recognition fuels engagement more than bonuses ever will. People want to feel seen in specific ways that money cannot replicate. And owning mistakes builds trust faster than perfection ever could. We trust leaders who are human and honest, not flawless and distant.

If you are in charge of a company, a project, or even a small team, this is how to make it part of your daily practice.

Give credit in high definition

Vague compliments disappear into the background. Specific recognition stays with people.

• Keep a running document of team contributions. Capture small wins, hidden fixes, and behind the scenes effort.
• Use those notes in public settings such as meetings, updates, or emails. Name people directly and explain their impact.
• Recognize contributions in real time. You do not need to wait until the end of a project. A quick mention mid-way can keep motivation high.
• Highlight the unglamorous work. The person who kept the process moving smoothly often deserves just as much attention as the person who delivered the final product.

Take responsibility before anyone asks

Avoiding blame erodes credibility faster than failure itself.

• When something goes wrong, be the first to acknowledge it clearly and without qualifiers.
• Use “I” instead of “we” or “they.” Say “I missed this detail” instead of “we had an oversight.”
• State responsibility first, then move to the solution. Owning it first creates space for recovery.
• Protect your team by absorbing external criticism yourself, then handle performance or process issues privately.

Build a culture where credit flows and responsibility sticks

When leaders model this, others follow.

• Encourage team members to acknowledge each other’s wins. Make it normal to pass the spotlight around.
• Structure celebrations so that both the group and individuals are named. A big win feels bigger when people understand their specific role in it.
• Make it safe to admit mistakes. If people see you own yours, they are more willing to own theirs.
• Keep accountability simple. Clear agreements and visible follow through matter more than complicated rules.

The best leaders are not the ones who stand tallest in the spotlight. They are the ones who make sure everyone else gets a turn to shine, and who step forward when things go wrong.

That is the kind of leader people choose to follow. Not because they must, but because they want to.