I’ve said – and seen – it for years – You limit what you control.
It’s easy to agree with that principle until someone does something differently than we would.
Then we want to step in. Make an adjustment. Take back the decision. After all, we’re responsible for the results.
But when every decision requires my approval, I limit the team to my availability. When every idea has to originate with me, I limit the team to my creativity. When everything must be done my way, I limit what others might teach me.
Eventually, the organization can only grow as far as I can personally carry it.
That’s a problem. Especially if I’ve surrounded myself with capable people.
One of the myths I address in The Mythical Leader is that leaders accomplish by controlling others. We may get compliance that way, but we miss much of what people could contribute.
People stop offering ideas when they know we’ll replace them with ours. They stop making decisions when we continually overrule them. They learn to wait for instructions.
Then we wonder why no one takes initiative.
Of course, releasing control requires leadership. We still establish direction, clarify expectations, provide resources, and hold people accountable.
But we also give people room to accomplish the goal differently than we would.
They may make a mistake. We’ll need to coach them.
They may also discover a better way. We’ll need the humility to recognize it.
Here’s a question I try to ask myself:
Am I protecting something that matters – or simply protecting my preference?
The answer may reveal where I need to let go.
I want to lead a team whose potential exceeds my own. That means giving people opportunities to lead beyond what I can personally direct.
