“Look for the Helpers”
What the best leaders know in uncertain times.
Fred Rogers’ simple guidance—“Look for the helpers”—was originally meant to comfort children in moments of fear and uncertainty. But the wisdom behind it extends well beyond childhood. In today’s workplaces, where ambiguity, change, and complexity are constant, this idea offers a powerful lens for leadership.
The strongest leaders are not the ones who try to have all the answers. They are the ones who know when to look outward—who recognize that navigating hard moments is rarely a solo act.
At its core, leadership is not about personal brilliance; it’s about collective strength. When challenges arise, effective leaders instinctively turn toward the people around them, identifying who can help, how they can contribute, and what conditions will allow others to step forward.
Humility as a leadership advantage.
Looking for the helpers requires humility. It means acknowledging that no single person can—or should—carry the full weight of decision-making, problem-solving, or emotional labor. Leaders who embrace this mindset understand that asking for input is not a sign of weakness, but a demonstration of trust and confidence.
This kind of humility creates psychological safety. Teams are more willing to speak up, share ideas, and take initiative when they know their leader values contribution over control. In challenging moments, that openness becomes an asset rather than a liability.
Seeing strengths clearly.
Great leaders don’t just look for help; they look for the right help. They know their people well enough to understand where strengths lie, often before individuals fully recognize those strengths themselves.
In practice, this means:
Inviting analytical thinkers into moments that require clarity and structure
Leaning on empathetic team members during periods of uncertainty or change
Empowering creative problem-solvers when conventional approaches fall short
This intentional use of strengths doesn’t happen by accident. It’s the result of leaders who pay attention, listen closely, and create space for people to show up fully.
Distributed leadership in action.
The “helper” mindset also reframes leadership as something that can exist at every level. When leaders model collaboration and reliance on others, they signal that leadership is not tied to title, but to contribution.
In difficult times, this distributed approach becomes especially powerful. Teams move faster. Decisions are better informed. People feel ownership over outcomes rather than passively waiting for direction. The leader’s role shifts from solving everything to guiding, aligning, and removing obstacles.
Resilience through connection.
Organizations often talk about resilience as an individual trait, but true resilience is collective. Leaders who look for the helpers build networks of support that make teams more adaptable and sustainable over time.
When people feel seen, trusted, and relied upon, they are more likely to stay engaged—even when the work is hard. They recover more quickly from setbacks and approach challenges with a sense of shared responsibility rather than isolation.
Looking for the helpers doesn’t require a grand gesture. Often, it shows up in small, consistent behaviors:
Asking, “Who else should be involved in this?”
Creating room for quieter voices to be heard
Publicly recognizing contributions that happen behind the scenes
These moments accumulate. Over time, they shape a culture where people don’t wait to be asked—they step forward.
In uncertain times, people don’t need leaders who promise certainty. They need leaders who know how to gather strength, wisdom, and care from the community around them. Leaders who, like Fred Rogers suggested, know exactly where to look.