Redefining the control: Steering the ship without micromanaging

Bhaarati leaned back, deep in thought. The city stretched out below her, a vast network of lights and movement, a reflection of the complexity she was dealing with in her transformation journey. Anand sat beside her, sipping his coffee, knowing that her mind was working through something important.

"I’ve been thinking a lot about our earlier conversation on control," Bhaarati began, breaking the silence. "You know, when we first pushed for agility across the organization, we tried to give teams more freedom. We let them make decisions on their own, thinking that would make them more agile, more innovative. But we didn’t anticipate how little clarity they had on where we were headed. In some ways, the freedom we gave them created more confusion."

Anand raised an eyebrow. "How so?"

Bhaarati’s eyes flickered with a mix of realization and frustration. "I remember one particular project. We let the teams determine their own path, decide how they wanted to execute. But without a clear alignment to the larger strategic vision, they just started making decisions in isolation. Some teams went one way, others went in a completely different direction. We weren’t just losing control over the day-to-day tasks; we were losing sight of our overall goals."

Anand nodded, a knowing expression crossing his face. "Ah, the classic problem—too much autonomy without the right guardrails. It’s like giving a team a map but no destination. They may enjoy the journey, but they won’t know where they’re headed."

"Exactly," Bhaarati said. "And that’s when I realized something important. Control, as we used to define it, wasn’t the right solution. We thought it was about micro-managing the details, but that just made us more rigid. What we really needed was to redefine control. Instead of overseeing every decision, we needed to give teams more of a compass—something that would help them navigate while staying aligned to the organization’s vision."

Anand leaned in. "So, control isn’t about micromanaging every detail, but rather about ensuring everyone is moving in the same direction?"

"Exactly," Bhaarati replied. "It’s about creating a sense of alignment. In the past, we would have stepped in at every decision point to ensure it was done ‘our way,’ but we’ve realized that what we need to do is step back and set the direction, the goals, and the values. From there, we trust the teams to find their own best way of getting there, within the guardrails of the larger vision."

Anand paused for a moment, digesting this shift. "So, you’re saying control is still needed, but it’s about providing a vision and guiding principles instead of overseeing the execution?"

"Yes," Bhaarati answered, her tone more confident now. "We don’t need to dictate every action. We need to create a shared understanding of where we’re going and why it matters. From there, it’s about fostering an environment where teams can make decisions within that context, knowing that they’re aligned with the larger goals."

Anand’s face lit up. "I see now. It’s a shift from controlling outcomes to enabling the right behaviors. The control is no longer in the details, but in the clarity of purpose. It’s about coaching, guiding, and ensuring alignment. The real value of leadership is in providing that direction while trusting your teams to navigate."

"Exactly," Bhaarati smiled. "It’s about creating an environment where people feel empowered to innovate, but they’re still working toward the same goals. The old way of control—where the leader calls every shot—just doesn’t work in an agile world. We need to trust our people more, give them the tools, and provide the vision that helps them stay on track. And when they go off course, we step in—not to micromanage, but to gently guide them back."

Anand sat back, processing this new perspective. "It’s a delicate balance, isn’t it? Giving people freedom without losing sight of the bigger picture."

"Exactly," Bhaarati concluded, looking out at the skyline again. "But once you find that balance, the results are incredible. Agility becomes something that isn’t just about reacting to change—it’s about creating a culture where everyone is aligned, empowered, and moving in the same direction. And that's the kind of control that drives success."

Storyline progression for this newsletter

1. The Agile Transformation Paradox: Embracing Change Without Losing Control

1.1: The Inherent Tension Between Agility and Control

1.2: Resistance to Change