When Control Limits Thinking at Work

By Shrinivas Sawant

A subtle yet significant challenge is emerging in many workplaces today leaders relying heavily on close supervision, and employee’s gradually stepping back from independent thinking. What often begins as an intention to ensure quality and accountability can, over time, create an environment where every decision is closely monitored and frequently corrected.

At first glance, such an approach may appear effective. After all, careful oversight can reduce errors and ensure consistency. However, when control becomes excessive, it begins to influence not just outcomes, but behaviour. Employees start adapting to the environment around them.

Instead of asking what might be the most effective solution, they begin asking what is expected of them. Initiative slowly declines. Confidence weakens. A sense of ownership fades. Employees may hesitate to share ideas, not because they lack capability, but because they feel their inputs may not always be valued or accepted.

Over time, this behavioural shift creates a pattern that is often misunderstood. Leaders may observe reduced initiative and interpret it as a lack of competence or motivation. In response, they may increase supervision further to ensure work is done correctly. This, in turn, reinforces the very behaviour they are trying to address.

Thus, a self-reinforcing cycle is created, where increased control leads to reduced thinking, and reduced thinking justifies further control.

The consequences of this cycle extend beyond immediate performance. One of the most important yet often overlooked impacts is emotional disengagement. Senior team members and experienced professionals, who bring valuable insights and perspective, may gradually begin to feel disconnected from their work. When individuals perceive that they have limited space to contribute meaningfully, their engagement naturally declines.

In many cases, this disengagement is not visible on the surface. Work continues, tasks are completed, and deadlines are met. Yet, the deeper connection to purpose, creativity, and initiative begins to erode. Over time, this can lead to a culture where compliance takes precedence over contribution.

An equally important dimension is the role of self-respect and dignity in the workplace. For many professionals, work is not merely a source of income; it is also a source of identity, pride, and personal fulfilment. When individuals feel that their judgment is consistently overridden or their thinking is not trusted, it can affect their sense of professional worth.

As a result, some employees begin to consider leaving the organisation, not necessarily because better opportunities are readily available, but because they seek an environment where their contributions are respected. Such decisions are rarely impulsive; they emerge gradually from a sustained experience of limited autonomy and recognition.

For organisations, this represents a significant but often underappreciated cost. Loss of experienced talent, reduced innovation, slower decision-making, and declining morale can collectively impact long-term effectiveness. In a rapidly changing environment, the ability of teams to think, adapt, and respond creatively is a critical advantage. When this ability is diminished, organisations may struggle to remain agile and relevant.

Addressing this challenge requires a conscious effort to restore balance.

For leaders, it involves recognising that while oversight is necessary, it must be complemented by trust. Creating space for employees to think, decide, and even make mistakes within reasonable boundaries is essential for developing capability. Clear expectations, periodic reviews, and supportive guidance can often be more effective than constant intervention.

For employees, the responsibility lies in actively engaging with ownership. Rather than relying solely on instructions, they can contribute by presenting options, sharing recommendations, and taking informed decisions. Even small steps in this direction can help rebuild confidence and demonstrate reliability.

Ultimately, effective workplaces are not defined by the absence of control, but by the presence of trust and mutual respect. The goal is not to eliminate supervision, but to ensure that it enables rather than restricts thinking.

As organisations look toward the future, a fundamental question remains worth reflecting upon: Are we creating environments where people feel encouraged to think and contribute, or are we unintentionally shaping systems where thinking is gradually set aside?

The answer to this question will determine not only the quality of work, but the quality of the people and culture that organisations build over time.

Shrinivas Sawant is a social sector professional, mentor, and organisational development practitioner with over three decades of experience in leadership and capacity building.

Shrinivas Sawant

Email: - smsawant@gmail.com

Phone No: - 9869471240

 

My introductory speech at Toast Master

Count your days by Smile not by tears

Count your days by Joys not by sorrows

Count your days by growing friendship

This was the autograph given by my very close friend during my college years. Why I remembered that now?

Thank You   Chair, welcome Fellow Toastmasters and honored Guests. I present to you my topic for today “Count Your Days “   I will be sharing with you my experience as new immigrant to Canada and also to take this opportunity to introducing myself to fellow toast masters.

Before boarding the flight to Toronto on April 5, 2013 I posted on face book “My journey from Good to Great. I had a successful   career in India. I reached to the Position of Director from Program Officer of an International non-profit organization in less than 5 years and was director for 6 years. I got an opportunity to visit couple of Countries as part of my job and also for presenting papers in International conferences.

I was doing well socially, physically and financially till Mid 2010, and due to my busy schedule I did not notice about that, I was compromising on my health and the day came when I realized its time to stop and rest and review what I am really looking for.  As per my friend’s advice above in the autograph I started giving time and meaning to each year, so Year 2010 became the Year of Mission. Mission 2010.

I applied for Canada Immigration under the professional category and received the Permanent Residency in 4 month’s time that’s pretty early than normal so I thought I am very much required by the country and was excited. My son was then in 7^th Grade and he too was also very much excited except my wife.  So Year 2011 become the Hope 2011. Many of my close friends were not happy with my decision and they gave me word of caution but I  already was at the tip of the happiness and I thought they  envy me

Year 2012 I titled it Dream 2012, our journey begun, as per plan we decided that we all travel to Canada my wife and son settle there and I provide them support from India for first six month and Join them in Sept 2012 again once my wife gets suitable employment. My wife being Registered Nurse with Bachelor In nursing, Hospital Management and 15 + years of experience we thought she will get the employment in no time. But the reality was different. She put all her efforts to get the first employment and as the days passed she got frustrated with the reality that its not easy to get employment.  Meanwhile my Educational Qualification got Canadian Equivalency and I also got License as Social Worker. I was also approved for my Human Resource career without any additional courses. Wasn’t it exciting news?  So I got excited that I will do well in this country and I boarded the flight with a slogan from Good To great!

I arrived, I saw and I conquered??? That’s was my dream in the flight.  My journey stated with lots of Employment counselors around with a slogan that this is not your country, this is not easy, you are not Canadian, you don’t have Canadian experience, forget your past, forget your name and change your name as per Canadian style. Someone said make it sunny or shiny so that people will accept you. Hard skills are of no use you need soft skills??????? And the fist thing came in my mind is this country accommodative?

I slogged, I cried, I got frustrated and I got angry but then I said to myself I can, so Year 2013 became I CAN  and I met many people around who were with similar experiences and then decided this is my lone fight and I should take it sportingly. I joined many forums, Network group, attended many workshops and bridging program and finally I was offered a part-time assignment for peanuts $400 per month but I said lets start with that and the year 2014 turned to be Great 2014. The Part time assignment turned  to  be my first full time job in Canada since July 2014.

I just remembered the quote” life that you are living now, is also a dream of millions. So always be satisfied with your life”.

 

 

 

 

 

The accountability ladder - Where are you now? What does it take to move up?

I would request each one to go through the mail. I am eager to receive your comment or  feedback in return mail and first two feedback (must be at least two full lines) will win one Tim Horton Coffee!! from me.       

Where are you now? What does it take to move up?

The accountability ladder is a great tool to help us understand why we may not be getting the results we want out of life or our business, and even accomplishing our goals. Let's take a look and break down the different levels to the model. As you read through them, ask yourself where you currently are on the ladder. You may find you are at different levels of the ladder in different aspect of your life. Some of my examples are extremely random. But they get the point across.

Victims and Powerless levels:
1. Unaware/Unconscious - These are the people who are not even aware of the problem or there may even be a problem. For example, lets just say you have poor hygiene, but you have no clue about it. In fact, you think you smell like a flower. Other people can smell your stench or notice it, but you have no clue. this would be the unaware or unconscious level.

2. Blame/Complain - It is always easy to point the finger at others in why goals or responsibilities are not getting done. Overcoming this step requires us to point the finger at ourselves and admit we may in fact be the problem, not other people or factors. An example of this would be someone who is constantly late to work in the morning because their spouse is spending too much time in the bathroom. When the real solution would simply be to wake up earlier.

3. Making excuses - I am good at this one. Making excuses as to why things are not getting done is very easy and a masked form of procrastination. We make excuses like "I am to busy" or "I have never done that before". My favorite is "I don't know what I am doing". Stop making excuses and get it done!

4. Wait and hope - Waiters and hopers are those who do just that. Wait and hope for miracles and successes to happen in their lives without ever lifting a finger and having to actually go out and get it done. An example of this would be someone who really desires to be in good physical shape, but never eats healthy or exercises and hopes one day their body will be transformed. It is just not going to happen without the effort.

Responsible and Powerful levels:
5. Acknowledging reality: People who are at this level look at the situation in black and white realizing there are tasks which need to get done and they are responsible to do their part. An example of this would be a salesman who simply realizes he or she hast to market, prospect, and acquire new clients if sales are going to increase. It is just the reality of the situation.

6. I own it: Now you have acknowledged the reality of the situation, we then get to decide if we are going to fall back down the ladder and make excuses like blame and complain, or if we are going to take ownership of the problem and move forward in creating solutions.

7. Seeking solutions: Owning the situation is key, and now you own it, the next step is to brainstorm and start thinking of solutions which allow you to hit your goal and get it done! Take the time necessary to think of the best possible solutions and come up with more than one. There is more than one way to eat a potato.

8. Make it happen: Now that you own it, and you have come up with solutions, it is time to implement and take action. Getting to this step is the best part. You get to put your solutions into action and literally accomplish your goals! Making it happen is the fruit of your labors and the old adage of "the harder I work, the luckier I get" becomes a reality.

How to get people motivated?

There are some simple things we can do to ensure that our people are fully involved in, dedicated to, and enthusiastic about their work. Take these 7 steps and employees will be as engaged in business and its success as we are.

1. Create a Partnership

The best way to encourage our people to consistently give their very best on the job is to create a partnership. Treat each employee as a valuable member of our team, and give them the autonomy to make decisions and do their work as they see fit, so long as they meet their performance standards.

2. Involve Employees

Involve employees more deeply in organization by inviting them to join cross-functional teams that draw on the expertise and talent of people from different parts of the organization. Let each team have the authority they need to make decisions on their own -- especially when the decisions directly affect them.

3. Let Team in on the Plan

Be as transparent with people as we can be, in terms of providing information on how the company makes and loses money, letting them in on any strategies we may have and explaining to them their role in the big picture. When employees understand the overall plan, they will view themselves as an important, vital piece of the puzzle.

4. Provide Feedback on Performance

Regularly set aside time to tell people what they are doing right and point out any areas for improvement. If performance is not up to par, work with them to develop ideas on how to improve. It’s important that employees feel they are supported by us and the organization, rather than being left behind because of an occasional mistake or bad call.

5. Keep Promises

Never make a promise we can’t keep, and when we do make a promise -- no matter how small it might be -- be sure to follow through with it. Even if we think employees don’t care about it, we can be sure that they are keeping score. If  we aren’t certain that we will be able to follow through on a promise, then we don’t make it.

6. Create a Productive Work Environment

A workplace that is trusting, open and fun will be the most productive and successful. Be open to new ideas and suggestions that come from employees, and show them that their voices are being heard. Regularly set time aside for team-building exercises and meetings, and make them fun so employees actually look forward to participating rather than looking for reasons to ditch them.

7. Thank Them

A sincere thank-you for a job well done can be a powerful motivator for continued success and is an essential tool for every manager. Thank your employees personally and promptly when we catch them doing something right by writing a quick thank-you email or text message, or by dropping by their office to tell them in person.

Organization Cultural - Interesting to Know

Organization Cultural - Interesting to Know

What is "culture"?

Culture consists of the long-standing, largely implicit shared values, beliefs, and assumptions that influence behavior, attitudes, and meaning in a organization (or society). Culture influences how people behave and how people understand their own actions. As a result, culturally influenced beliefs and actions feel right to people, even while their implicit underpinnings make it difficult for those people to understand why they act the way they do or why other ways of acting might also be appropriate.

Culture is resilient. Its elements are long-standing, not a matter of fads. The resilience of culture is supported by culture being implicit. It is difficult for people to recognize their own culture and how it exerts an influence on them.

The staying power of culture is that it feels right to people; new cultural values that are imposed on people seldom replace their underlying values and beliefs in the long run.

Four keys to building a strong culture- The overall process should work within a framework of four key areas. These areas have been successfully managed in organizations of all size, type, industry, and geography.

 1.    Build an awareness of culture and commit to refine your strategies and plans based on an understanding of organizational culture. Organizations often start by clarifying some of the key challenges they have as an organization. Think about frustrations about “the way things work around here” that are holding your organization back from reaching its potential. It also helps to define strengths you need leverage in support of your vision or strategy as you understand how to further improve your culture.

2.    Measure your culture and engage the organization in understanding the results at a deeper level. Some organizations think they may be covering this but they are actually only evaluating a fraction of the overall culture. Engage your organization in the process to move from the fog of opinions and lack of clarity about your culture to a clearly defined picture of what you are all about. You’ll understand the overall culture and how it varies by department, division, level, geography or other key sub-groups. It’s like taking an MRI of your culture. This clear definition of “who we are” is critical for the next step where strengths are leveraged and weak areas improved that have been holding the organization back.

 3.    Engage the organization in feedback and prioritization to define a few key improvements. Utilize feedback and prioritization techniques to understand your culture assessment results and to identify the top improvements to leverage strengths and improve weak areas that are holding you back. Many organizations obtain feedback but then employees are left wondering what will happen next. The key is prioritization as a team and not just more feedback. It sometimes helps to focus on 1-3 current organizational strategies or plans and to engage in feedback and prioritization around how to manage them more effectively after you clarify the strengths and weaknesses of your culture.

 4.    Measure progress consistently and refine improvements with discipline and determination. How will you need to adjust meeting schedules, communication plans, measurements, tracking formats, team structures or other areas to improve how you manage the 1-3 priorities you identified? It will be important to monitor key measures related to the top priorities since culture clearly impacts performance however you define “performance” in the organization.

There will need to be regularly scheduled feedback and prioritization routines to identify and build on what’s working and to adjust actions that aren't having the desired impact. The organization will see what’s working and what’s not and will spread the good ideas of your new operating model to areas outside of the 1-3 priorities you originally identified. You’ll know at that point you have the flywheel of culture change moving and gaining momentum.

How to Create a Positive Work Culture

A positive workplace culture leads to increased productivity, better employee morale and the ability to keep skilled workers. Negative attitudes in the workplace, particularly when they are displayed by management or the small business owner, can have a dramatic impact on the entire workforce. Taking the steps to ensure that a positive culture is present in the workplace will go a long way towards keeping your organization running smoothly and keeping your employees happy.

Step 1

Create a clear vision statement for your company. Employees like to know that the job they are doing is making a difference. By creating a vision statement about where you want your company to be in the future and how you want it to make the world a better place creates an air of striving for betterment in the workplace. This lays the foundation for a positive work culture.

Step 2

Look for positive attitudes while hiring. Negative people can quickly sour an entire workplace. When hiring employees, look for a friendly smile and an upbeat disposition. Ask questions of new hires to determine how they handle conflict and interactions with others. If you already have negative employees on staff, take them aside to discuss their attitudes and make it clear that you are creating a positive work culture and negativity will not be tolerated.

Step 3

Make an open-door policy. When the boss is inaccessible and distant to employees, they may not feel as though their opinions matter. Establish an open-door policy and encourage interaction with employees. Ask their opinions, listen to what they have to say and remember to be positive in your dealings with them.

Step 4

Engage your employees in daily operations of the company. Employees may not realize the good that the company is doing behind closed doors. Keeping them informed about exciting new changes or new horizons will help them stay engaged in the company and feel more positive about the future. Be honest and open with your employees.

Step 5

Let your employees know they are appreciated. Employees who are not recognized for the work they do can feel as though their work is unappreciated. Establish reward systems for excellent performance and never forget to thank an employee for a job well done.

7 Tips For Becoming A Leader At Work

If you want to become a leader at work, incorporate these actions into your daily routine:

1. Take Responsibility

You want to be a leader at work, learn to take responsibility for anything that has your fingerprint on it. That means, as long as you participate in the project, you have a hand at the failure of the project.

Learn to take responsibility for not just the good things, but even bad ones. Admit to your mistakes - it’s okay to be wrong. You cannot learn if you have not made any mistakes.

2. Believe In Win-Win

A rising tide lifts all boats – always think win-win. It exists. Just because the world thinks the business world is nasty, and that you need to be manipulative and maneuvering to win, you need not participate in it.

In fact, make it your contribution not to be nasty and bullying in your ways. You want to be a leader at work, believe in your hands as leader to change the world.

The power of positive influence you have on the people around you and the power to inspire people to greater heights is in front of you.

3. Push The Envelope

Try new things. Take some risk. Make yourself uncomfortable. Do the things that may risk making you look foolish – what do you have to lose? Leaders take risks. They are not afraid of doing what they believe.

What do you believe in that you are willing to take some risk? To be a leader at work, you need to take even simple risks like taking on the project no one wants.

4. Do It, Write It

This world is full of people who talk too much and don’t do enough. If you want to be a leader at work, act upon something. Work that plan.

If you have any ideas that are simmering in your mind, write it down. It doesn’t matter if it’s not a plan yet, just write it down.

If you don’t write it down, there is no one to present to and there is no record of the idea. How can it count? If you want to be a leader at work, you have practice writing down everything.

5. See Opportunities Everywhere

There is no need to create opportunities for yourself to lead. The opportunities to lead are everywhere. You need to be mindful of these opportunities.

 Are there any opportunities to take on the project no one wants? If you don’t see opportunities everywhere, you are missing the point.

6. Be Open

Be open to criticism, otherwise you are just living off yourself. What does it mean? When you are open to feedback, you are being fed ideas from others that are free. Often times, these ideas come from people smarter than you. They will give you tips on how to improve and how to be better.

That’s what a leader needs - constant feedback. You need feedback to be a leader at work, otherwise you are “feed-own” (I just created that word to mean feeding yourself) and you will go hungry soon. With no new ideas, a leader dries up.

7. Give, Give, Give

That’s how you open up. Pour out all you got from inside you. Give all you have ideas, thoughts, plans. Feel the vulnerability and learn to like it. When you pour all your ideas out you will need new ones. Where do new ideas come from? From critics who want to tear you down, from well-meaning supporters and from people you least expect.

More comes back to you. You have more to input. It enriches you. That’s how you become a leader at work.

These are the seven actions to position yourself as a leader at work. You want to be a leader at work? Do not be afraid of taking risks. You have more to gain than lose when you open up.