Strong leaders evaluate performance.
But great leaders also pay attention to something deeper: whether the structure of their organization truly allows people to succeed.
One of the most important questions a leader can ask is this:
“If you were in my position, what would you change?”
It is a simple question, but it can reveal what reports, meetings, and assumptions often miss. In fact, some leaders hesitate to ask it because they worry it may signal uncertainty. In reality, asking the question signals something far more valuable: a willingness to listen, learn, and lead with greater clarity.
When leaders create space for honest feedback, they often gain insight into things that are difficult to see from the top of the organization. The people closest to the work see how the organization operates every day. They know where processes break down, where decisions get delayed, and where guidance is missing when problems arise.
Sometimes what they reveal has less to do with effort and more to do with alignment.
Let’s consider a hypothetical organization for a moment.
Imagine a manufacturing plant with machine operators, technicians, mechanical engineers, department supervisors, an operations manager, and a plant manager. On paper, the leadership structure appears solid. Titles are assigned. Leadership roles are filled. Responsibilities look clear.
But for employees doing the work each day, the reality can feel quite different. What appears aligned on paper may be creating frustration in practice. Let’s take a closer look.
A supervisor with years of experience running lines and supporting machine operators leads the shipping department. The person known for troubleshooting equipment works in a role that keeps them away from the very problems they are best equipped to solve. A manager overseeing equipment maintenance has limited experience with the systems the team is responsible for maintaining.
In other words, expertise exists, but it is not positioned where it is most needed. So, when equipment breaks down or production issues arise, employees may be left without direct access to leadership that can quickly offer the guidance they need.
This is the type of disconnect that often becomes visible only when leaders pause long enough to ask the people closest to the work what they would change.
Too often, leaders assume the problem lies with their people when the real issue may be the structure around them.
While this example comes from a manufacturing environment, the leadership lesson applies across industries. Credit unions can experience similar challenges when leaders are placed in roles that do not fully align with their strengths. For example, a branch manager who thrives on building relationships in the community and bringing business into the credit union may be positioned inside a branch when those same strengths could create greater impact in business development.
When expertise is not aligned with where it can provide the most value, organizations often work harder than necessary to solve problems they are already equipped to address.
That is why leaders must occasionally step back and evaluate more than performance. They must evaluate alignment.
Are the right people positioned where their knowledge can guide others?
Where are we relying on titles, instead of expertise, to solve problems?
When was the last time we asked our teams what they would change and truly listened to the answer?
Because titles alone do not build strong organizations. Alignment does.
And sometimes the first step toward better alignment begins with a simple question:
“If you were in my position, what would you change?”
Reflect. Lead. Grow.
