Published on 30 May 2025
Control is reassuring. It gives the illusion that everything is under control, predictable, and aligned with our expectations. But in the world of work, especially when facing human complexity, control can quickly become a barrier to change, autonomy, and deep commitment. Conversely, trust is a gamble. It rests on a belief in others, in their resources, and in their capacity to learn, adjust, and contribute.
A Paradigm in Transition
Management models founded on command and control have long dominated the corporate world. They are inherited from a time when efficiency depended on the perfect execution of procedures. But today, the stakes have changed: adaptability, collaboration, creativity, and purpose have become the new levers for sustainable performance.
Moving from control to trust means accepting not to decide everything, nor to predict everything. It means recognizing that the manager's role is no longer to be an omniscient master builder, but a guide, a catalyst, and a facilitator of collective intelligence.
Trust ≠ Leniency
Opting for trust does not mean "letting things slide." On the contrary, it demands more rigor, more clarity on intentions, rules of the game, and responsibilities. Trust is built on a solid foundation:
- A Shared Vision: where are we going together?
- Explicit Expectations: who does what, why, and how?
- A Space for Sincere Feedback: to adjust without judging.
Three Practices for Embodying Trust
1. Listen to understand, not to reply
Active listening is the primary form of recognition. It shows the other person that they exist, that they have value, and that they are worthy of interest. This opens up a space where dialogue can flow without fear of judgment.
2. Co-construct Decisions
Giving a voice, eliciting ideas, and making collective decisions when possible: these are all ways to activate the lever of accountability. People are more committed to what they have helped to create.
3. Accept Imperfection as a Path to Learning
Trust assumes welcoming mistakes as an opportunity. This does not mean tolerating everything, but rather supporting development with benevolent rigor.
A Posture that Inspires
A manager who embodies trust naturally inspires a desire to cooperate. They do not dictate; they propose. They do not control; they support. They do not judge; they observe and guide. And above all, they embody through their behavior what they wish to see emerge around them.
"Where there is trust, there is momentum. Where there is control, there is restraint."
Daring to adopt this posture requires courage. But it is the key to a professional relationship that is lively, meaningful, and sustainably effective. Because trust liberates what control can never force: authentic commitment.
