Fighting the Good Fights: Leadership, Trust, and the Power of Letting Go

Recently, I found myself in a situation that perfectly encapsulated the leadership philosophy I’ve come to embrace. During a change advisory board meeting, I was asked whether I had actually read a runbook prepared by one of my team members. My reply was simple: “No, I have not, because I trust my engineer.” On the surface, it might seem like a casual remark, but in our fast-paced environment, it carries a deeper significance.

In this company, carving out enough time for proper preparations is a constant challenge. Meetings are often back-to-back, calendars are crammed with overlapping appointments, and every item is marked as “priority 1.” While this hectic pace reflects our drive for growth and adaptability, it also means that we sometimes can’t plan every detail to perfection. This is why the runbook is so crucial—it’s a guide, not a rigid battle plan. After all, no battle plan survives first contact with the enemy. With core infrastructure undergoing major changes to overcome technical debt that has been built up over the last years, unexpected challenges are inevitable.

The point isn’t to plan every single command prompt in advance, but to be prepared—and to plan to fail. What matters is knowing what to do if things go sideways: Will you be able to mitigate the issue before reaching a point of no return? What risks are acceptable if something isn’t fixed by Monday? In this light, my response was not about shirking responsibility but about affirming my trust in the expertise of my team. It was a recognition that while we strive for meticulous planning, the dynamic nature of our work means that adaptability and preparedness for failure are equally important. This moment captures the essence of true leadership: trusting your team, embracing the inherent uncertainties of our work, and fighting the good fights together.

Trust Over Micromanagement

There’s a temptation, especially in high-pressure environments, to micromanage every detail. But micromanagement can undermine both confidence and innovation. When I say, “No, I trust my engineer,” I’m making a commitment to my team: I believe in your skills, your judgment, and your ability to deliver. I firmly believe that if your team needs to be watched during work, you've hired the wrong people. When you hire passionate people, the work will get done. It might not always be done exactly the way you envisioned, but it will move you closer to your goals. Trust builds an environment where creativity flourishes and responsibility is shared, not denied.

Learning from the Journey

For me, it turns out that despite apparently being a natural leader, I too of course had some things that I needed to learn. One of the most important lessons is that leadership isn’t about having all the answers—it’s about having the humility to learn from those around you.

95% of the jobs can be taught if people are willing and given the time, tools and know-how. This mindset has not only allowed me to grow but has also empowered my team to step up, take responsibility and exceed expectations, while making their jobs more interesting.

Throughout my career, the feedback I’ve received has consistently pointed to one thing: when we “fight the good fights” together, we create a culture of resilience and mutual respect. Trust is not just a nice-to-have; it’s the foundation of a high-performing team. It enables each person to feel valued, to know that their contributions matter, and to be confident that their leader is right there with them, not above them.

The Ripple Effect of Trust

When leaders show trust, it has a ripple effect. Team members become more engaged, more proactive, and more willing to take calculated risks. It’s a virtuous cycle—each success reinforces the trust, leading to even greater achievements. By trusting my engineer’s expertise in that runbook, I wasn’t shirking my responsibility; I was acknowledging that he had invested his skill and effort into it, and I had every confidence that his work was well prepared; both accurate and insightful.

Reflections from the Exit Speech

In the exit speech that I received from one of my team members, while reflecting on the battles fought and lessons learned, he compared my approach to that of Don Quixote—tirelessly fighting for the right way forward yet shielding my team from being negatively affected by these battles. This comparison wasn’t meant to label me as overly idealistic (or was it!?), but rather to highlight the unwavering commitment to doing what is right, even when the road is long and arduous. It reminded me that leadership is not about the battles we win alone, but about ensuring our fights build strength and unity within our teams.

A Lesson in Balance: Content and Relationships

No journey is complete without influential mentors along the way, for which I would love to commend my IT Director, who truly saw the value in what I was doing—even if I was, at times, a pain in the behind. Despite my occasional abrasiveness, she was always hard on content and soft on the relationship. This dynamic taught me that while excellence in work and content is non-negotiable, nurturing positive relationships can create a supportive atmosphere that fosters long-term growth and collaboration. Her approach demonstrated that criticism, when delivered with care and respect, can propel us forward rather than tearing us apart.

The Perils of Not Listening

On the flip side, consider the dangers of a leadership style that doesn’t invite feedback. Leaders who don’t listen are often surrounded by people with nothing to say—"yes-(wo)men" who never challenge the status quo. When good people are silent, stagnation follows.

I’ve always appreciated being challenged, as it pushes me to reconsider assumptions and to grow both personally and professionally. If you never hear dissenting voices or thoughtful critiques, it might be time to reflect on whether you’re truly fostering an environment where innovation and honest dialogue can thrive.

Fighting the Good Fights Together

Every organization faces challenges—whether rapid technological changes, market uncertainties, or internal restructuring. How we confront these challenges defines us as leaders and as teams. I’ve learned that when we decide to fight the good fights together, every obstacle becomes an opportunity to learn, to grow, and to innovate.

Leadership isn’t about asserting control; it’s about nurturing potential. It’s about embracing that, sometimes, the best approach is to trust someone else’s expertise rather than trying to do everything yourself. So, here’s to my engineer, to my IT Director who challenged me and believed in my vision, to every team member who rises to the challenge, and to all of us who are committed to growth, trust, and continuous improvement.

In the end, a leader who listens and learns is a leader who inspires. Let’s keep fighting the good fights—together.