Why "Control" Isn't the Ultimate Power

There is a current car commercial replete with beauty shots of the auto accompanied with words akin to "because control is the ultimate expression of power."

As a car commercial, it's fine.   As a management prerogative, it is not.

The right amount of control is a good thing;  it provides that organizational sense that systematizes, aligns goals and effectively prevents an enterprise from falling into utter chaos.  I fear, however, that many leaders over-index on the idea of control, feeling that the more control there is, the more power they have.   Let me introduce a few antidotes to the idea of "over-control."

Collaboration.   This is the power of many.    Often the idea of control morphs into a mere handful of individuals actively running an enterprise.   This means  that the organization is only as powerful as that handful of individuals, and is highly vulnerable to the incapacitation of any one of those individuals.  Conversely, active collaboration means that many individuals have ownership of an enterprise and are actively contributing to its success.    Their tensile strength can make it virtually unassailable from any competition.   That truly is ultimate power.

Flexibility.  This is the power of change.    The over-indexing of control often results in stagnation within a select viewpoint.   The organization is disabled from seeing the realm of possibilities and thus is unable to respond competitively as the world changes around them.   Flexibility, however, allows an organization to bend and move as opposed to breaking.   It allows the organization, using the collaborative views of many, to not only proactively address a rapidly changing world, but to lead the charge as an innovator.

Thoughtfulness.   This is the power of critical thinking.  Control can be extremely dogmatic.   Thoughtfulness, however, is a gateway to explore one's own thinking, the premises that drive the organization and to explore avenues of improvement.  Thoughtfulness allows an organization to be self-confident enough to be critical of its own actions and devise its own solutions; it is also an expression of great power.

As the ultimate expression of power for an automobile, "control" may be an okay ideal.   For an organization, collaboration, flexibility and thoughtfulness (with just the right amount of control) is what will win the day.

Brent Frerichs is the author of "Courageous Questions, Confident Leaders," available for e-readers, tablets, PC's and Apple products from Amazon Kindle.