Leaders, time to let go of control…

Market shifts, geopolitical events, and technological disruptions are exhausting leaders. Executives are burning out, management models have outgrown their usefulness and trust is at an all time low. It is a huge, knotty mess…

The Panopticon Paradox is a metaphor for the illusion of control

The human brain is fundamentally driven by a desire for control, essential for both survival and well-being. A perceived lack of agency can trigger considerable distress; when individuals feel powerless against external circumstances, the brain’s alarm system—especially the amygdala—may induce a “fight, flight, or freeze” response. Chronic activation of this state can lead to persistent stress, anxiety, and even physical health concerns. The prefrontal cortex, responsible for reasoning and emotional regulation, struggles to manage these responses when autonomy feels threatened.

Data from managers underscores this point: many report fatigue, insomnia, ongoing stress, and difficulty focusing. These symptoms suggest a deeper structural problem within current management models, rather than merely motivational shortcomings. Such levels of stress and burnout imply that managerial expectations may be unsustainable, undermining effective leadership and organisational resilience.

Human nature typically responds to diminished control by attempting to reclaim it—volatility drives a desire for stability, uncertainty encourages a search for certainty, complexity prompts a wish for simplicity, and ambiguity fuels demands for clarity. For many leaders, exerting direct control appears to be the fastest means to reestablish order. However, in an environment where trust is critically low, this approach is unlikely to yield positive outcomes.

Helen May

“Loosen your grip leaders. You are heading for disaster at break neck speed, clinging on to an empty leash…”

Loosen your grip, leaders. You are heading for disaster at break neck speed, clinging on to an empty leash. It’s not a good look and it is getting you nowhere.

The future of work demands a transition from command-and-control leadership to an emphasis on influence and empowerment.

Instead of insisting,

“You must be in the office X days,”

or

“I need to see every minute of your activity,”

ask:

“How can we best collaborate to achieve our shared goals?”

“What support do you need to excel, regardless of location?”

“How can we establish trust and clear expectations that foster autonomy?”

The paradox is that relinquishing the illusion of direct control often results in greater influence over outcomes. Teams that feel trusted and empowered, united by a common purpose, are more likely to thrive—regardless of physical proximity. Ultimately, the compulsion for tight control may reveal more about leadership anxiety than team performance. Embracing trust and empowerment is essential for navigating the evolving landscape of work.

It is time to move forward and let go of outdated notions of control. Drop the leash and get comfortable with more human-centred leadership.