Once upon a time, I was part of a team that faced an extraordinary opportunity. A customer reached out with an urgent request—they had just received a massive order and needed as many pallets as we could build, as fast as we could make them.

This was a first for us. Nothing like it had happened before, and it hasn’t happened since.

Excited by the challenge, the owners and managers quickly got together in a huddle. We brainstormed, crunched numbers, and sketched out a plan. Based on what we knew, we decided to commit to building 40,000 pallets.

We were just about to march into the plant and announce our plan when someone had a better idea: “Let’s not tell the team what we decided in the office. Instead, let’s share the opportunity and ask them how many they think they can build.”

So, that’s what we did.

What happened next changed everything.

The plant team came up with a new organizational strategy, streamlined the process, and even figured out a faster way to cut the lumber. Their number? 52,000.

That extra 12,000 pallets brought in an additional $300,000 in monthly sales, made us a hero to the customer, and propelled our company to a whole new level. This moment reinforced a truth I’ve carried with me ever since: the best ideas don’t always come from the office—or from the people in charge.

I’ve heard it said that half of learning is learning new things, and the other half is unlearning what you thought you knew. That moment taught me humility and the value of healthy doubt. It’s a lesson I try to live by every day: the importance of creating space for ideas to come from anywhere, especially from the people doing the work.

When we invite collaboration, listen with open minds, and trust our teams, we unlock potential we didn’t even know existed. Sometimes, the smartest move a leader can make is to step back and let others step forward.

– Howe Q Wallace Jr.