A Tactical Liability 

Despite possessing superior resources, General Stanley McChrystal, commander of the Joint Special Operations Command Task Force, repeatedly found himself surprised and outmaneuvered by the smaller, poorly trained forces of Iraqi terrorist leader Abu Musab al-Zarqawi and Al Qaeda in the early 2000s. Frustrated and baffled by the results that his units were getting, McChrystal requested his team identify the factors contributing to their lackluster performance. Their analysis identified one significant element repeatedly hampering the team: the requirement for senior command approval for every major decision. The tight grip of control by the top commanders, including McChrystal himself, proved to be a tactical liability in the field—something needed to change. 

The Paradox of Control and Strategies to Help You Let Go 

One hurdle often trips up even the most skillful leaders in the leadership journey: the insatiable desire for control. Picture a leader tightly grasping control, like a captain refusing to let go of the helm. Initially, it may seem like the mark of a competent leader, ensuring success and driving outcomes. However, this deceptive desire for control often leads to muffled creativity, diminished collaboration, and limited growth opportunities. Leaders trapped in this paradox find themselves burdened with overwhelming workloads, micromanaging and slowing down their teams, and fostering a culture of dependency. True leadership lies not in gripping tightly to the controls but in releasing the reins and empowering others to make decisions. By embracing this approach, leaders can unlock their teams’ collective intelligence and capabilities, creating a vibrant and productive work environment. Today, we’re offering three strategies for leaders to let go of control and empower those around them.

1. Build Trust and Accountability: To embark on this alternate path, leaders must first forge a foundation of trust—an essential element for relinquishing control. Building relationships based on mutual respect and open communication is paramount. Leaders must clearly articulate expectations and objectives, providing a framework within which team members can autonomously operate. Equally important is cultivating a culture of accountability. By holding individuals responsible for their actions and outcomes, leaders empower their teams to take ownership and make informed decisions. Trust and accountability pave the way for effective delegation, enabling leaders to focus on strategic initiatives while their teams execute tasks with autonomy and unwavering confidence. 
2. Develop and Leverage Strengths: Unlocking the potential of a team necessitates recognizing and harnessing everyone’s unique strengths and talents. Effective leaders invest time in understanding their team members’ skills, interests, and aspirations. Leaders maximize engagement and motivation by aligning tasks and responsibilities with individual strengths. Empowering individuals to take ownership of their work allows for personal and professional growth. Leaders foster growth by providing challenging assignments, offering opportunities for skill enhancement, and promoting a culture of continuous learning. When individuals are empowered to utilize their strengths and contribute meaningfully, the entire team benefits from diverse perspectives and a higher level of collective performance. 
3. Embrace Collaboration and Innovation: As leaders relinquish control, a powerful force emerges—collaboration. Successful leaders create an environment where ideas are shared and innovation flourishes. They encourage open dialogue, active participation, and collaboration across functions and hierarchies. By embracing diverse viewpoints, leaders tap into the collective wisdom of their teams, igniting creativity and fostering innovation. Empowered individuals feel safe to share their ideas, experiment with new approaches, and take calculated risks. This culture of collaboration encourages a sense of belonging and cultivates a shared purpose, propelling the organization toward its goals.

Final Thought: “The temptation to lead as a chess master, controlling each move of the organization, must give way to an approach as a gardener, enabling rather than directing. A gardening approach to leadership is anything but passive. The leader acts as an ‘Eyes-On, Hands-Off’ enabler who creates and maintains an ecosystem in which the organization operates.” ― Stanley McChrystal, Team of Teams: New Rules of Engagement for a Complex World