In the high-speed world of jet fighters, a ‘flat spin’ occurs when a jet loses control while breaking the sound barrier. Early supersonic test pilots like Chuck Yeager faced this regularly, only to realise that the harder they fought to regain control, the faster they spiralled into disaster. Survival often came only by doing the opposite of instinct – letting go of the controls, allowing the aircraft to stabilise itself.
This counterintuitive approach applies to leadership, particularly during crises. The natural tendency is to tighten control, micromanage, and issue top-down directives. But as history shows, this often worsens the situation. Instead, the real solution lies in adopting a servant leadership style – empowering teams, fostering trust, and letting them take control of recovery.
In leadership, trying to over-control during a crisis can similarly accelerate chaos. Trying to ‘flog’ teams into performing better (as the phrase goes, “The floggings will continue until morale improves”)only deepens organisational dysfunction. Looking to the team instead for solutions, learning to let go and trusting them, can be the key to turning things around.
Corporate Failures: When Leaders Refuse to Let Go
A classic example of leadership failure caused by over-control was Blockbuster Video. As Netflix and other digital platforms disrupted the entertainment industry, Blockbuster’s leadership tightened their grip, clinging to their outdated physical rental model. The more they tried to force control, the faster they spiralled into irrelevance… a prime case of a leadership ‘flat spin’, where the refusal to let go led to collapse.
Blockbuster’s approach echoed another saying: “You can blame and punish, or you can learn and improve. But you can’t do both.” Their leadership chose to blame market shifts and punish non-performance, rather than embrace new ideas or empower teams to find solutions.
Turning the Spin: Ford’s Servant Leadership
The Ford Motor Company under Alan Mulally presents a stark contrast. In 2006, Ford was losing billions and on the brink of collapse. Instead of tightening control, Mulally adopted a servant leadership model. His One Ford strategy emphasised collaboration, transparency, and empowerment. Mulally didn’t micromanage – he trusted his teams to find solutions and innovate.[i]
Rather than blame or punish, Mulally’s leadership focused on learning and improving. He instilled a culture of accountability without fear, where challenges were shared and solutions came from collaboration. This approach restored morale and led to Ford’s recovery (without requiring government bailouts) during the 2008 financial crisis.
The Servant Leadership Mindset: Trust and Empower
Leaders like Mulally understood that success in a flat spin – whether in aviation or business – requires letting go. By trusting and empowering their teams, these leaders avoided catastrophe and turned their organisations around.
When leaders adopt a servant leadership style, they create the conditions for recovery and growth. By showing courage and stepping back, fostering trust, and allowing teams to transform, they can avoid a crash and guide their organisations toward stability and success.
Courage; Mental Strength, Tenacity and Perseverance
Like the test pilots who learned to let go, leaders must realise that sometimes the best way to regain control is to release it – choosing to learn and improve rather than blame and punish.
TRANSEARCH International’s culture assessment tools, powered by Orxestra®, provide a unique way to improve culture, performance, and leadership by moving from Boss-Ship to Servant Leadership and ultimately Stewardship. Ready to elevate your company’s potential? Connect with me to explore how these tools can transform your organisation.
[i] There is a great movie about this called Ford vs Ferrari with Matt Damon and Christian Bale.
Lindsay Craig is the Managing Partner of TRANSEARCH International Perth. Over 25 years’ experience in the retained Executive Search industry has allowed him to build an extensive and valued network of local, national and international executives and directors. He works closely with boards and senior leadership teams on structure, remuneration and talent strategies. Based in Perth and operating internationally, Lindsay has completed assignments across many sectors recruiting Chief Executive Officers, Managing Directors, RVPs CIOs, CFOs, COOs, Non-Executive Chairs and Directors, General Managers and Functional Heads. As a result of appointments in the Mining & Resources sector, he has extended his reach into North & South America, Africa, the UK and Russia. Read more…
