For the past 80 years (since the end of the Second World War) – yes, it’s been that long – the business world has been dominated by a military model of leadership. Such leadership is often referred to as “command and control” leadership, where the person in charge (the leader) makes all the decisions, directs their teams and ensures that every detail aligns with their vision and their strategy. But, with Gen X, Y and Z not having been militarised as generations like their predecessors were, the military model is starting to fail in the workplace and a new breed of leaders is starting to emerge – leaders who don’t cling to control but who let go and set people free – not to do as they please but to perform as they should.
“Why? Why? Why would they want to set people free?” any old school business leader may ask. “Surely that’s asking for trouble?”
A question like that is quite understandable when it’s prompted by the mindset of someone who believes the military model is the way to go (you can’t trust people, you have to force them to do what you want them to do).
The answer, while somewhat surprising, is quite simple: because they have in fact built a relationship of trust between them and their teams enough to know they can delegate responsibility and create an environment and culture where their team members can thrive.
Now that requires a leader to know their people – to know their strengths and their not so strong points. The important point here is that it’s not about knowing your people’s “not so strong” points to punish them for that but about compensating for those weaknesses with other people who are strong in those areas.
So why does letting go make for stronger, more effective leadership? Here are some ideas for you to consider!
1. Letting go builds trust and accountability
Micromanagement stifles innovation and motivation. When leaders have the emotional intelligence and courage to release control, they demonstrate trust in their teams and trigger trust in return. This empowers individuals to take ownership of their work. Such trust leads to employees taking accountability for their work – when employees feel responsible for their contributions, they become more engaged and invested in the organization’s success.
2. Delegation strengthens a team
A leader’s role isn’t to do everything but to build a team that can. Delegation isn’t just about lightening a leader’s workload; it’s about giving team members opportunities to develop new skills, make decisions and grow into future leaders. The best leaders recognize that empowering others makes the whole team stronger and they identify team members with the potential to grow into leadership positions.
3. Adaptability is a key to success
In an unpredictable world, rigid leadership just doesn’t work too well. Leaders who try to control everything risk stifling and slowing down innovation and decision-making. By letting go, leaders cultivate adaptability and agility which allow their organizations to respond more effectively to change and new challenges. They focus on guiding vision and strategy rather than controlling every step of execution.
4. The ego trap: Why control hinders growth
Some leaders struggle to let go because of ego – they feel the need to be involved in every decision or prove their worth or authority through control. However, the best leaders recognize that leadership isn’t about personal validation; it’s about results. By stepping back, they allow others to shine, ultimately achieving greater success.
5. Create a legacy of leadership
Great leaders don’t just lead for today; they build organizations that thrive beyond their tenure. By empowering others and creating a culture of trust, they leave behind a leadership legacy that endures long after they’ve moved on. Letting go ensures that their influence extends far beyond their direct involvement.
Conclusion
Letting go isn’t about neglecting one’s responsibilities – it’s about leading with trust, vision and a confidence in others. The best leaders understand that real influence comes not from control, but from creating an environment where others can succeed and from building warm, supportive relationships – the level of influence in anyone’s life is determined by the quality of the relationship. No relationship, no influence.
So, when all is said and done, leadership isn’t about holding on. It’s about letting go and lifting others up so they can do what you’ve hired them to do. Not only is this about a whole different kind of leadership, it also calls for a whole different kind of person in leadership. Why don’t you make it your business to be that person?
Alan Hosking is the Publisher of HR Future magazine, www.hrfuture.net and @HRFuturemag. He is an internationally recognised authority on leadership competencies for the future and teaches experienced and younger business leaders how to lead with empathy, compassion, integrity, purpose and agility. He has been an Age Management Coach for two decades and is the author of parenting best seller What Nobody Tells a New Father.
