In 2025, the world of work continues to shift at a pace that challenges the long-standing ways of working and the norms of management. Yet amid evolving technology, hybrid structures, and changing employee expectations, many leaders are clinging to the one thing that feels familiar: control.
Curt Steinhorst’s recent Forbes article, “Return-To-Office: It’s Not About Productivity, It’s About Power,” highlights a deeper undercurrent within modern leadership where the need for control often overshadows the opportunity to build trust. While his article focuses on return-to-office policies, the principle extends far beyond whether people are physically present in the office. It’s about how leaders lead.
The Control Reflex
Historically, control has been equated with strong leadership. It has meant oversight, direction, and maintaining order. But in 2025, that reflex can become a liability. Control in modern organizations often manifests as rigid structures, micromanagement, surveillance tools, or a lack of autonomy. These tactics may create the illusion of productivity and alignment, but they often stem from a fear-based mindset. Fear of losing visibility, fear of mistakes, or fear of not being in charge. But what is the cost? Creativity gets stifled. Morale drops. The best talent leaves. And ironically, performance suffers.
The Myth: Junior Employees Need More Control
One of the most persistent myths in leadership is that junior team members, or those early in their careers, need tighter control and constant oversight to succeed. The truth is, junior employees don’t need more control; they need more support. Yes, early-career professionals need guidance, mentorship, and clear expectations. But micromanagement isn’t mentorship. When has hovering over new employees helped? Never, but it will stifle their confidence, discourage initiative, and delay their growth. The goal isn’t to protect them from mistakes. The goal is to create a space where they can learn, try, and develop their judgment in a safe environment. Trusting junior team members doesn’t mean abandoning them; it means empowering them to succeed. It means giving them room to rise while offering the feedback, structure, and coaching they need to thrive.
Trust as a Competitive Advantage
Trust isn’t a soft skill. Trust is a strategic, “hard” skill. Leaders who trust their people foster environments where innovation thrives, communication is honest, and accountability is mutual. When employees are trusted, they feel valued. And when they feel valued, they perform. In a world where change is the only constant, trust allows teams to move faster, adapt more fluidly, and stay aligned without constant supervision. It shifts the dynamic from compliance to commitment.
What Choosing Trust Looks Like
Trust-based leadership doesn’t mean letting go of standards or expectations. It means building a foundation where people are empowered to meet them with ownership and integrity. Here’s how leaders can shift from control to trust in 2025:
- Set clear outcomes, not rigid processes. Focus on results and let people choose the path to get there.
- Embrace transparency. Share the “why” behind decisions and encourage open dialogue.
- Lead with empathy. Understand your team’s realities and support their growth.
- Let go of perfection. Create a safe space for learning, taking risks, and embracing failure.
- Model trustworthiness. Be consistent, follow through, and take ownership of your mistakes.
The Leadership Legacy of 2025
The question for leaders today isn’t whether they have control; it’s whether they have influence. And influence is earned through trust.
As we continue redefining what work looks like, the leaders who rise will be those who recognize that control is no longer the currency of effective leadership—trust is. Choosing trust doesn’t just build better teams—it builds better outcomes and better cultures.
