The Perils of ‘Almost Trust’: Martin Wirtschafter on True Leadership and Team Empowerment

In a recent LinkedIn post, Martin Wirtschafter delves into the critical distinction between genuine trust and what he terms ‘almost trust’ within leadership, particularly for founders. Wirtschafter argues that many leaders, while professing to trust their teams, still exhibit controlling behaviors, hindering true growth and empowerment.

Wirtschafter opens by challenging the common assertion of trust among founders, stating:

“Most founders are stuck in “almost trust.” They say they trust their team. But they’re still afraid to let go. That’s not trust. That’s control with better branding.”

This ‘almost trust,’ as Wirtschafter defines it, manifests in subtle yet pervasive ways. He highlights phrases like “I’ll just review it once,” “Loop me in before it goes out,” and “Let me approve it quickly” as indicators that a leader has not truly relinquished control.

The Illusion of Control vs. True Empowerment

Wirtschafter contends that if a leader feels the need for final approval or tweaking on every decision, they are not leading but micromanaging. He points out that the justifications for this intervention often stem from concerns about quality, speed, reputation, or even ego. However, this constant oversight creates a detrimental dependency.

According to Wirtschafter, the core issue is that if every decision requires the leader’s touch to be improved, then nothing can truly improve without their direct involvement. This situation, he argues, is not a sign of excellence but of dependency. He elaborates on this point:

“If every decision improves when you touch it, nothing improves without you. That’s not excellence. That’s dependency.”

The author suggests that true leadership excellence is achieved when a team can consistently make decisions that meet or exceed the leader’s own capabilities. This is the point where a fundamental identity shift occurs for the leader.

The Identity Shift Towards Freedom by Design

Wirtschafter emphasizes that the real transformation happens not just when a leader steps back, but when they no longer feel the compulsive need to step in. The pivotal moment, he explains, is when the team makes a decision that is genuinely better than what the leader would have produced, and the leader experiences relief rather than threat.

“The identity shift happens the first time the team makes a decision better than you would have. And instead of feeling threatened, You feel relief,” Wirtschafter writes. He posits that founders who are ‘optional’ are not less capable, but rather less attached to the need to constantly prove their own capability.

Wirtschafter challenges leaders to move beyond ‘almost trust’ and instead focus on building an environment where the team’s collective intelligence is paramount. He concludes with a powerful statement on the ultimate goal:

“You can stay in almost trust. Or you can build a room that doesn’t need you to be the smartest in it. That’s the shift. That’s freedom by design.”

Ultimately, Wirtschafter’s insights call for a conscious evolution in leadership from control-oriented management to a trust-based empowerment model, fostering a more resilient and independent team, and liberating the leader from the burden of constant oversight.