Lead by context, not control

For years, leadership has relied on control – where the leader directs exactly what to do and how to do it. But in today’s fast-moving, complex work environments, especially in knowledge-driven sectors, this approach is increasingly ineffective. Modern leadership is about providing teams with the information and conditions they need to make decisions independently. Shifting from control to context builds trust and aims to create independent teams that don’t just execute – they lead.

Why Context Matters in Modern Organisations

In today’s organisations, especially in fields like digital product development, team members are often highly skilled and accustomed to making independent decisions. The traditional “command and control” leadership style is not enabling people in the best way to use their full potential in these dynamic settings. When we lead with context rather than control, teams are encouraged to step back and consider their environment. This creates room for creativity and problem-solving. Teams often have the best grasp of what needs to be done because they’re closer to the issues, allowing them to develop solutions better suited to the situation than a leader further removed from the details.

Leading with context also strengthens motivation. When team members feel they’re solving real challenges instead of just following orders, engagement and accountability naturally increase.

Modern leadership isn’t about controlling; it’s about providing the context that empowers teams to make informed, independent decisions and create feedback loops to navigate in the right direction.

Challenges for Leaders Wanting to Lead with Context

Leading with context means finding a balance between setting direction and letting the team take responsibility. It’s not just about giving up control but creating conditions for the team to practice and develop responsibility. Leaders need to provide enough support and guidance to ensure the team understands the goals and boundaries, while allowing the freedom to determine how to achieve them. This requires a more coaching-based approach, where leaders are available to ask questions, offer context, and foster a learning environment rather than monitor every step.

Another challenge is to communicate context in a clear and useful way. Leaders need to build their skills in sharing goals and vision so the team understands why their work matters and how it fits into the larger picture. This shift in communication style involves giving enough background information without overwhelming the team with details.

Providing Sufficient and Clear Context

Here are some ideas of how you can succeed as a leader.

Link Work to Company Strategy and Goals: To offer effective context, leaders must connect the team’s work to the company’s broader strategy and goals. The team needs to understand why their work is important and how it fits into the bigger picture. This clarity helps the team make decisions in line with strategic objectives.

Share Industry and Organizational Insights: Context also includes sharing insights on what’s happening inside and outside the organization. For example, what are other departments doing that might impact the team’s work? Are there external factors, like regulations or market shifts, that the team needs to consider? By sharing this kind of information, the team gains a better understanding of the frameworks they operate within.

Clarify Priorities: Clarifying priorities is also key to providing context. In complex organizations, competing goals can pull attention in many directions. Leaders should help the team focus on what’s most important right now. This isn’t about controlling every detail but offering guidance so the team can make informed decisions.

Share and enable the Customer Perspective: Finally, context can include the customer’s perspective. By giving the team insight into user needs and expectations, their work becomes more concrete and meaningful. You as a leader can ensure the team has direct access to customers and data that are relevant for the team. Understanding how their work impacts end-users enables the team to make thoughtful choices and create solutions that better meet customer needs.

The Leader as a Role Model: Openness and Vulnerability

An essential part of leading with context is the leader’s willingness to show openness and vulnerability. When a leader shows they don’t have all the answers and invites the team to contribute ideas and perspectives, it creates an environment where team members feel safe taking ownership. This approach highlights that leadership isn’t about controlling every detail but about guiding and supporting the team’s decisions.

By being open about their own limitations, the leader fosters a culture of humility and empathy. The team sees that it’s okay not to have all the answers, which encourages collaboration and learning. When the team feels valued and included, their motivation to take responsibility increases.

A leader’s vulnerability can also strengthen trust within the team. Inviting dialogue instead of delivering a monologue opens up communication where both the leader and team can give and receive feedback. This creates a workplace where continuous learning and improvement thrive.

Conclusion: Build Leaders, Not Followers

Leading with context rather than control is ultimately about building an organization of leaders, not followers. When a team has clear context and the freedom to make decisions, their sense of responsibility and ability to lead themselves increases. It fosters a culture where team members are proactive and creative, motivated to contribute their own ideas and solutions.

The leader’s role, then, isn’t to oversee or micromanage but to provide the tools and guidance the team needs to succeed. By creating an environment where the team feels secure in experimenting and learning from mistakes, you build an organization that constantly evolves and improves.

In the end, this approach leads to a more dynamic and motivated workplace where teams don’t just complete tasks but drive change and innovation.

Note: The concept “lead by context, not control” originate from the co-founder of Netflix, Reed Hastings, and you can get inspiration from his book No Rules Rules which he wrote together with Erin Meyer.