Leadership Isn’t Black or White. It’s Situational.
We often hear these rules of leadership:
“Don’t micromanage.”
“Always empower.”
“Be empathetic.”
And it’s almost as if they’re written in stone.
These rules sound great in theory, but in practice and reality, leadership isn’t so simple. It’s not a checklist, not about following a one-size-fits-all guidebook. Leadership is situational. It’s about being present, reading the room, and responding accordingly.
I Learned This the Hard Way
Years ago, when I started my business, there were numerous things to do. Setting up operations was one of them. Our timelines were tight, and I had two new managers on the team. They were brilliant, but this was a new experience for them.
I tried to give them room to learn, grow, and innovate. I delegated, trusted, and stayed hands-off until I noticed missed deadlines.
I had to step in.
Yes! I took complete charge. I tracked their daily to-do lists, scheduled frequent check-ins and meetings, and got involved in the complete execution. I did this for the first six months. Some might call that “controlling.” However, the team appreciated the clarity, structure, and support.
That’s when it hit me: Hands-on leadership isn’t always evil. Sometimes, it’s necessary.
When overdone, micromanagement certainly crushes morale. But in the right context, especially with new team members, crisis projects, or underperformance, it becomes critical.
I’ve developed a Micromanagement Spectrum to demonstrate how different levels of managerial oversight can impact team performance, autonomy, and morale. This spectrum helps visualize the range from total control at one extreme to complete autonomy at the other. By identifying where a leader falls on this spectrum, teams and organizations can better understand their working dynamics and take steps toward more balanced and empowering management practices.
Feedback: Not Always a Sandwich
Another popular leadership concept is the “feedback sandwich.” In situations where someone is doing many things right, has the right attitude, and is making a few mistakes or has some areas for development, the feedback sandwich works wonders.
However, in some situations, especially when someone is taking things for granted, being slack, or not taking initiative, leaders have to be assertive and direct.
Real leadership means giving feedback that is honest, timely, and respectful, not aggressive, but not diluted either.
Early in my career, I used to hesitate. I feared hurting someone’s feelings. But when I started giving clear, direct, and human feedback, everything changed. People appreciated the truth delivered with care.
The Message – People Are Different. Lead Accordingly.
Leadership isn’t about applying the same strategy to every person or situation.
People are different. They have unique motivations, learning styles, and communication preferences. Some thrive with autonomy. Others need more support. Some respond to data while others need vision.
When I began coaching young entrepreneurs, I noticed a trend – many were copying what worked for someone else without understanding themselves. That’s when I started integrating psychometric tools and self-awareness exercises into my programs.
Because who you are shapes how you lead and how you should be led.
This experience led me to coin the term “Grey Zone Leadership.” It represents the subtle transitions a leader must constantly make from black to white, from total control to complete autonomy. It’s not about choosing one extreme over the other; it’s about finding balance and harmony.
Grey Zone Leadership is the art of adapting, knowing when to lean in and when to let go. It’s about knowing when to offer direction, when to empower, when to support, and when to challenge. It’s about reading the context and the individual and responding with nuance.
Grey Zone Leadership Eases the Pressure on Today’s Leaders.
One of the most liberating aspects of Grey Zone Leadership is that it takes an immense amount of pressure off a leader’s shoulders. In today’s highly competitive and hypercritical world, leaders are constantly scrutinized, not just for results, but for how they lead.
Often, the focus is disproportionately on their leadership style, while working styles, team dynamics, or situational complexities are overlooked. The expectation to always be empowering, always be empathetic, and always be perfect is unrealistic and, frankly, exhausting.
Grey Zone Leadership permits leaders to be real, to respond to context without guilt, and to lead with both compassion and conviction. It shifts the focus from being a “perfect leader” to being an effective and adaptable one, reducing the emotional burden and fostering authentic, high-impact leadership.
Final Thought for Leaders: Be Adaptive. Be Human.
There is no perfect formula. No universal style. No fixed path to leadership.
Real leadership is about listening before acting. Adapting without losing your values. Showing up for people when they need it most.
Don’t chase the title of “perfect leader.”
Instead:
Be present in the moment.
Be courageous in the tough calls.
Be human in every interaction.
That’s the kind of leadership that moves teams. That earns trust. That makes an impact.
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