One of the great paradoxes of leadership:
The more you seek to control, the less people thrive.
This holds true for individuals, teams, and entire organizations.
What I’ve seen again and again is this:
Flow isn’t just a personal experience.
It scales.
It manifests in relationships, in teams, and across collective systems.
And the conditions that make Flow possible—at any level—are strikingly consistent:
- Clear purpose
- Shared values, beliefs, and behavioral principles
- A defined mission and vision clarity
- Narrow goals, aligned strategies, and calibrated time rhythms
- Intrinsic motivation
- Optimistic attitudes and mindsets
- Ample communication
- A positive emotional and social climate
- Constructive, real-time, and transparent feedback loops
- Sufficient energy and resources
- Freedom with accountability inside trusted structures
- And many other foundational internal ingredients
But internal alignment alone–having the big gears in place– is not enough.
Leaders must also help individuals and teams understand and internalize the external conditions—the broader landscape of factors beyond their control.
These include:
- Market pressures
- Economic realities
- Stakeholder demands
- Social, political, and cultural climates
- Shifting timelines
- And more
And critically, we must not ignore the historical context—the accumulated wins, losses, assumptions, and experiences that still shape our decisions today.
Because even with high-performing teams, if the external context is ignored—focus suffers.
And even with full capacity, if history is overlooked—learning stalls.
But when you align:
- The right internal ingredients
- A shared understanding of the external environment
- A meaningful scan of the historical landscape
- Each supporting person’s agency and ownership
You don’t just get progress.
You get momentum. You get Flow.
So, what’s your role as a leader?
It’s not to control.
It’s to engineer the environment—so people and teams can do their best work.
That means:
- Set the chessboard
- Point toward the desired summit
- Share the external context
- Offer relevant historical insight
- Provide tools, rhythms, and resources
- Create channels for feedback and dialogue
- And then—step back, and let people show you what they can do
Your job is to create the conditions.
Theirs is to rise to the occasion—with ownership, initiative, and focus.
That’s not control.
That’s Attentional Leadership in action—helping others direct their attention with intention toward their WINs (What’s Important Now).
And the best part: Their win is your win.
To explore tools, insights, and programs that support this kind of leadership, visit our Leadership Development page.