Control is often mistaken for certainty.

In projects, we’re rewarded for knowing: the plan, the risks, the numbers, the answer in the meeting.  It feels reassuring to have everything mapped out, to believe that if we just dig a little deeper, we can eliminate surprise altogether.

But real control rarely comes from knowing everything.

It comes from knowing what matters, what can wait, and what you’ll do when (not if) the unknown shows up.

The most effective leaders I’ve worked with weren’t encyclopaedias.  They were calm.  They understood the system well enough to spot weak signals, ask better questions, and make decisions without perfect information.

They didn’t cling to the illusion of total knowledge; they designed for uncertainty.

Paradoxically, the harder we try to control every detail, the more brittle our projects become.  Progress slows.  People disengage.  Decision-making freezes.

Control, done well, is an art of restraint.

Not knowing everything, but being ready for anything.