How Hot Is Your Coffee? The link between leadership and openness to new ideas

Coffee from Litani's

You can often tell a lot about a place just by the temperature of your coffee.

Recently, I found myself back in Wollongong, the city where I grew up. Once a predominantly working-class town built around coal mining and the Steelworks, it has transformed into a thriving, multicultural hub. Despite the growth and change, it still has a strong presence of older generations shaping its culture. (Someone fact-check me on that stat!)

When I ordered my coffee, it arrived piping hot—so hot I immediately regretted turning down the carry tray.

Back home on the Gold Coast, where coffee culture is younger and trendier, it’s a different story. I usually have to ask for "extra hot" when ordering for my dad (and let’s be honest, for myself too—but I use him as my cover).

This got me thinking: coffee, much like organisational culture, often reflects the expectations of the people it serves. Baristas learn their regulars’ preferences and adjust accordingly—until someone asks for something different.

It’s the same in organisations. We get used to doing things a certain way—the status quo, the familiar processes, the standard ways of working. Until someone challenges it. And that challenge can feel uncomfortable.

But here’s the thing: if leaders aren’t open to change, they risk losing great people.

Many leaders inherited their leadership style from those who came before them. If they worked under rigid, old-school management, they might unconsciously replicate that style, even if it doesn’t serve today’s workforce.

When fresh ideas or different approaches surface, their first reaction might be resistance, not curiosity.

One of the key drivers of staff wellbeing and engagement is being in an environment that fosters growth and learning. People want to contribute, be heard, and feel like their ideas matter. When leaders create space for innovation, they don’t just improve processes—they build a culture where employees feel valued and invested in their work.

But if a leader has never experienced this kind of openness themselves, how do they learn to embrace it?

Becoming a Leader Who Welcomes Change

If you want to cultivate a workplace that thrives on fresh ideas, start by asking yourself a few key questions:

1. How do I respond when someone challenges the way we do things? Do I lean in with curiosity, or do I instinctively push back?

2. When was the last time we implemented a new idea from someone in the team? If it’s been a while, why is that?

3. Do I create an environment where people feel safe to speak up? Or do they hesitate, fearing their suggestions will be dismissed?

   
   

Great leaders don’t just tolerate new ideas—they actively seek them out. They create opportunities for their teams to experiment, test, and refine processes without fear of failure. They understand that while change can be uncomfortable, stagnation is far worse.

So, how hot is your coffee? And more importantly—how open are you (and your organisation) to new ideas?