Under Control: Two Ways of Managing Change
Leaders are often counseled to “focus on what’s in your control.” It’s advice that grounds us when everything around us feels uncertain.
But taken too far, it can narrow our field of vision. We become so focused on what’s directly in front of us that we lose sight of the periphery—the place where new information comes in, where perspective widens, and where opportunities often appear.
Over the years, I’ve noticed two distinct ways leaders frame this idea of control.
The Comfort of the Traditional View
The first way of managing change is the one most of us were taught: focus on the “span of control.” It’s hierarchical. We manage up and down the chain of command. We keep our boss informed, keep our team on track, and deliver what’s expected.
There’s comfort in this view—it feels concrete, measurable, safe. But change rarely respects the boundaries of an org chart. In practice, the span-of-control mindset can blind us to the interdependencies all around us. Our choices ripple outward, shaping outcomes in ways we don’t always anticipate. When we ignore that, we miss the chance to adapt, to learn, to adjust course.
A Different Kind of Influence
The second way of managing change shifts the focus from hierarchy to presence. It begins inward, with our own assumptions and attitudes. How we show up matters more than we think.
My mom has a saying that always makes me laugh when I complain to her about some difficult interaction with another person: “All people bring joy—some by coming, some by going.” I think of this often in my work. Our presence—whether hopeful or cynical, open or closed—shapes how others experience us. And it shapes how they experience the change itself.
Practically, this shows up in the choices we make: Do we prioritize conversations that let us see through others’ eyes? Do we stay open to information that challenges our assumptions, or do we dismiss it too quickly? Do we respond with curiosity, or with resistance?
At its core, this second way acknowledges the reality of interdependence. Focusing only on what we can see or directly control may feel reassuring, but it’s often an illusion. Real leadership comes from expanding our field of vision, embracing the complexity of the system we’re in, and choosing how we participate in it.
Trusting the Process
To embrace this second way requires trust. Trust in ourselves, in the people we’re walking alongside, and in the process of change itself.
It’s less about holding on tightly and more about expanding our field of vision.
What about you? When you think about managing change, do you find yourself clinging to control or expanding into collaboration? I’d love to hear your perspective.
