The most important skill I learned during my dozen years in the corporate world was trust.
When I started managing people in my early 20s, I tried to micromanage their work. The more I tried to be involved in every detail—i.e., the more I tried to do their work on my own—the more distrust I showed.
As the years went on, however, I managed more and more employees, hundreds of people, and I was forced to relinquish control.
Every great leader has this skill. In fact, I don’t know a single great leader who is also a great micromanager.
Trust isn’t something that just happens, though. You have to develop your trust muscle. To do so, one must relinquish control. Simply, let it go.
Sure, people will fail; they will let you down. That’s inevitable You can let those failures disappoint you, or you can let them help you grow. One failure isn’t the end of the world. Over time, the people who repeatedly succeed will solidify the trust you’ve placed in them, and the people who consistently fail will lose your trust altogether.