EXCESSIVE CONTROL & MISTRUST - THE SILENT KILLER OF PRODUCTIVITY

In organizations, personal relations, or society, control, and trust are vital to daily operation. When control becomes excessive and trust erodes, the balance between autonomy and oversight is disturbed, often leading to negative outcomes for individuals, teams, and organizations. It is very important to develop strategies to create a healthier balance between control and trust.

Excessive control, also known as micromanagement or strict control, occurs when an individual or a leader exercises an undue amount of oversight over others. This behavior would mean constant supervision, with too many details, reluctance to delegate, and a tendency to intervene in every aspect of decision-making and execution. While control is sometimes necessary to maintain order and ensure quality, excessive control can stop innovation, decrease morale, and erode trust.

In the workplace, excessive control is typically established when a leader or manager supervises every task closely, requiring frequent updates and approvals for minor decisions. In personal relationships, it may appear as overbearing behavior, where one partner dictates the actions and choices of the other.

Mistrust refers to a lack of confidence in others’ intentions, abilities, or decisions. It develops when there is a belief that others may not act in good faith, may be incompetent, or might deliberately try to harm or undermine someone. In organizations, mistrust can develop between leaders and employees, among team members, or between different departments.

Mistrust often results in excessive control because when leaders or individuals do not trust others to perform their tasks well or make good decisions, they may feel compelled to intervene and exert greater control. On the other hand, overcontrolling can also breed mistrust, as those being controlled may start to believe that their abilities are undervalued or that their autonomy is not respected.

Several factors contribute to the development of excessive control and mistrust. These factors may be due to personal tendencies, organizational culture, or past experiences. Managers who are over-concerned with potential mistakes or failure may decide to excessive control as a way to prevent problems. By tightly controlling every aspect of a task or project, they believe they can avoid risks and ensure a perfect outcome. However, this approach can lead to a toxic environment of over-supervision.

Managers or individuals who lack confidence in their leadership abilities or skills may try to overcompensate by controlling others. Insecurity often drives people to hold onto power and decision-making, fearing that delegating or trusting others will expose their weaknesses.

Perfectionists often believe that no one else can perform tasks as well as they can. This mindset leads to micromanagement, as they are unwilling to trust others to meet their required standards. ?When leaders believe that their team members are not capable of performing tasks or making decisions, they feel compelled to take over or supervise closely. This lack of trust may be based on past experiences where team members underperformed, or it might have developed from a failure to train and develop employees properly.

Individuals who have experienced betrayal or dishonesty in the past may develop a general sense of mistrust. They become reluctant to delegate or trust others, fearing that they will be let down again. This psychological barrier can prevent leaders from developing positive relationships.

In some organizations, a culture of control and mistrust may be embedded. From top to bottom, authoritarian leadership styles may be the norm, with leaders exercising control over even minor decisions, while trust is seen as a risky idea. The impact of excessive control and mistrust is far-reaching, affecting both individuals and organizations. When employees feel that their independence is being affected and their abilities are not trusted, they may become disengaged and demotivated. Tight control can make them feel not trusted and undervalued, which often leads to decreased job satisfaction.

Creativity flourishes in environments where individuals have the freedom to explore new ideas and experiment. Unusual control limits this freedom, forcing employees to conform to rigid processes and discouraging them from taking risks or thinking outside the box.

Leaders who try to control every detail of a project can slow down progress. Instead of focusing on strategic initiatives, they fell into routine tasks, leading to inefficiency. This behavior also increases the likelihood of burnout, as they take on too much responsibility and fail to delegate. Too much control signals to employees or colleagues that they are not trusted, which in turn develops anger and a breakdown in trust. Employees who feel mistrusted may withdraw their efforts, become less transparent, or even engage in passive resistance.

In environments where control is excessive and trust is lacking, employee turnover rates tend to be higher. People do not want to stay in workplaces where they feel disempowered or micromanaged, leading them to seek out more trusting and empowering organizations. In personal relationships, excessive control and mistrust can lead to tension, conflict, and emotional strain. Individuals who feel controlled by their partners may experience a loss of self-esteem and autonomy, which can ultimately damage the relationship.

Addressing extraordinary control and mistrust requires a conscious effort to create a more trusting and empowering environment. Trust can only be built through open and honest communication. Leaders should encourage transparency, where team members feel comfortable sharing their concerns, ideas, and feedback. Clear communication helps to dispel misunderstandings and develop a culture of mutual respect.

Managers must learn to delegate tasks and trust their team members to handle them effectively. Start by delegating smaller tasks and gradually increase the level of responsibility. Providing clear instructions and offering support when needed will help build confidence on both sides. Allowing employees to make decisions within their roles is crucial to empowering them. This doesn’t mean giving up control entirely, but rather setting boundaries and allowing employees to navigate within them. Autonomy encourages accountability, creativity, and innovation.

A lack of trust is often a result of doubts about competence. To address this, invest in training and development programs that help team members build their skills. When leaders feel confident in their team’s abilities, they are more likely to trust them with important tasks. Managers can create trust by being open, accepting where they are not clear what to do and acknowledging their own limitations. Admitting mistakes and showing empathy for others’ challenges can help to build trust. ?

Create a culture that recognizes and rewards behaviors that promote trust. This could include celebrating team members who demonstrate integrity, take initiative, and make good decisions independently. Managers who struggle with excessive control should review their own behaviors. Understanding why they feel the need to control can help them recognize the reasons and make conscious efforts to change. This might involve working with a coach or mentor to develop healthier management strategies.

Excessive control and mistrust are harmful to both personal relationships and organizational success. They hinder innovation, decrease morale, and ultimately undermine the trust that is essential for healthy and productive environments. By maintaining open communication, promoting autonomy, and focusing on trust-building behaviors, leaders and individuals can strike a better balance between control and empowerment. In doing so, they create a more dynamic, trusting, and successful environment?for?all.