The Power of the Other: The startling effect other people have on you, from the boardroom to the bedroom and beyond-and what to do about it

by Henry Cloud

THE BALANCE OF FUEL AND FREEDOM Supporting people and still letting them have control over themselves builds limitless potential. It is the recipe for greatness. Think about how such a balancing act might play out in various dimensions of your life: What would it mean to you as a leader if your board, your boss, your team, and your investors understood this balance? What if they were there to massively and insanely support you but also to make sure that you retain control in order to do your best job? What if they gave you that freedom and empowered you to take ownership of what you need to control? What if they didn’t change or withdraw their emotional tone or support when you make choices, which you think best and are responsible for, if they differ from choices they would have made? For that matter, what if they didn’t try to interfere or micromanage you at all? What if delegation really meant delegation, that you own it, and that the 1-iron is in your hand? What would it mean to you as a business if every company saw itself in a Corner Four relationship with the field and even with its customers? What if your company asked, “How can I be a fueling support and at the same time make sure that those closest to delivery of the business have all the control and autonomy that they need in order to perform?” That would be powerful.