Why effective leaders aren’t afraid to let go of some control

When the world changed over the past two and a half years, the way that we work did, too. Opening our homes during virtual meetings provided a new lens into how our colleagues live, while concerns over the physical and emotional well-being of employees and their families has led businesses to enact flexible work models and add new benefits. This acknowledgment of vulnerability extended to many leaders, too, who realized that letting employees see more than one side of them helped build trust and deepen relationships.

Colonel Kim Campbell

Colonel Kim Campbell understands what it means for leaders to be vulnerable from her firsthand experience as a fighter pilot. In 2003, Campbell piloted her A-10 Thunderbolt II back to base after it took enemy fire over Baghdad during Operation Iraqi Freedom. As her systems began to fail, Campbell knew she had a decision to make: attempt to fly the jet back and land safely, or take it back into friendly territory and eject.

Campbell’s flight lead ultimately left the decision up to her, and said he would support whatever decision she wanted to make. His trust in Campbell, along with all the hard work and training she’d put in leading up to that moment, ultimately taught her some profound lessons about leadership.