We recently worked with a food company pushing new products to market. The work was intense, but that wasn’t the issue. What was killing momentum? No one was clear on who owned what.
People were double-working, making assumptions, stepping on toes. Some team members shut down. Others burned out. Not because they weren’t capable—but because expectations were blurry, priorities kept shifting, and the system couldn’t support the speed of the strategy.
Even more telling? Three-quarters of the team...
You’ve said it. We’ve all said it:
"We just need people to take more ownership."
But what if your leadership habits are unintentionally training people not to?
The Control Trap
In high-pressure environments like food manufacturing and production, it’s easy for leaders to default to control. We manage tasks, make decisions quickly, and expect people to follow through.
And it works—until it doesn’t.
Because control creates compliance, not commitment. And cultures built on compliance don’t gr...
