Episode 2 | Let Go of Control: The First Step to Decentralization

How do you transition from leading yourself to effectively leading a structured team?

In this episode, we tackle the ultimate organizational hurdle: learning how to let go of control. Moving from a rigid, centralized structure to an empowered, decentralized network requires a massive amount of internal maturity and, above all, trust.

We break down the practical framework of separating what is "core" from what is "non-core" in your leadership, and look at how ancient biblical wisdom, specifically the way Jesus intentionally decentralized His mission, provides the ultimate blueprint for scaling a modern team.

If you are feeling overwhelmed by micromanagement or struggling to scale your vision, this episode is the tactical roadmap you need to build a trusted network and empower your people.

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Transcript

SPEAKER_00 0:00

Family ha kit fi benefits, maskami na few drawbacks. Hi, I'm Malad Shum Khabil Nalalyum.

SPEAKER_01 0:37

Hello, Pastor. Actually, ktir fakatim nihawal mala topic tawal yom uh salam had centralized versus decentralized. One of the projects, you delegate or you decentralize, you empower because the project se ala ruh and tamol, but same dalaq within certain guidelines. So ntabahit l heidel approach la andakye, but kamen, the more I read the Bible, I'm lahle and no, Jesus Lam akid min bad matalmaz lemizo, baaton uh it was a decentralized approach. Falyum mauduwa nahuwe hedel approach, values taba, taba nawtaba al institute la mchtrilfiya, m shtrilfiya, but at the same time uh to have a decentralized approach.

SPEAKER_00 1:36

Awesome. Thank you, Allah. Al values tabah. Think about the kingdom of God. It was centralized. These are centralized values. Yalibit Shuf al Masih did never compromise. Kif Mishe Ma Bain Masalana Nahmi will haq, kif it lea bi lmara zenye, yeli hidan nas, yali birja la rubba malahayatl masih, mshuf kif in no a dem way if dem zenyi bis alil jumwa min minkombil khatyermiha walan bihajaru bahdein be illa izhabi wala tidan. Amadaneki ahad bit ilulla be lawala ana rahdinik ishhabi wa tohtehidan. Fa mit shuf ki fi rahmeh u kif fi ha? Fa fi core values yal il masih never compromised. Al fakirbi umuril hadeli masalan, l mahabit al-dafa, al mhm mashin, al mit almeen. Fahaudi, we call them values yali um masih did not compromise. But in handak the working of the kingdom, haunifi Majel La no Rabna Izabtarf Masih Ma'jah did not create a process. He formed people around values. Uh processes who policies. Fahauni fi kti flexibility. So fi isha y um are centralized, fi isha are decentralized. Ba dein benisbila ele, yali he shari ktirim himmi, inu nihna, we are so centralized, ma and nobit chufna kti decentralized, but we are so centralized around a person, yellow with Jesus Christ. Uh badain, kil she tene, we are decentralized. How do we do things? Uh, where do we go? Kilwahadando their toolbox, kilhel isha, we're decentralized. But we are centralized, around the law, our sharia, our innama shakhas who we rabbias.

SPEAKER_01 3:42

Nice. So uh we are centralized around Jesus. However, bil approach, bil methods we can be this decentralized, uh, bil projects with procedures with the people, etc.

SPEAKER_00 3:58

Right? Extremely decentralized in that sense, yes.

SPEAKER_01 4:00

Okay, why? Wow. So extreme decentralization, I keep fe benefits, but drawbacks, so can you tell us a bit more about this?

SPEAKER_00 4:10

Beautiful question. Benefits are a lot. And maybe number one, I would say ownership. And you're not executing a task, you are taking responsibility over something. You've been empowered, you know, it's there's decentralization. If you know we are centered around Christ, but then how you're gonna do the work, and you can't do it. There's ownership, but then you go and do it your way. And this is extremely powerful. My way could be different than your way. You don't feel okay, now I need to um respond or execute a task that someone else gave me. Okay, I'm I know the vision, I know the mission, so I need to go and put it into practice using my own gifts and strategies and ways. So I think ownership is key. The second one I would say is speed. Think about it. So I have to report back, to report back. And then it's bureaucracy, speed in a sense, you know, you know, in no inta uh you're centered around Christ, it lay a holo al arit. I would say I would call it contextual intelligence. The leader who is sitting behind the desk is on the ground, context. So trust, empowerment, he can come up with ideas are even better than the leader behind him. He can read the context, the intelligence and the wisdom to make decisions with speed and uh efficiency.

SPEAKER_01 6:08

However, it's very dissociated, definitely, definitely.

SPEAKER_00 6:15

This is very important.

SPEAKER_01 6:16

So holy canal benefits, ownership, speed. How about the disadvantages, our drawbacks, our challenges?

SPEAKER_00 6:26

I think the challenge to lose control or loss of control. So this is where the leader has ownership and trust. So I don't have control anymore regarding the outcomes. So hidayla challenge leaders micromanagement. So this is a challenge. Another one would be a failure. There's great benefit. He's trying in new ways, and this can um it could have disadvantages on the organization and no nays, and no sa'atna manajeshi. So these are possibilities, options. But so this is where grace and uh education comes along. And to encourage how the nation is okay, how can we do it in a better way? A micromanager, a marathon uh replication, I would say. You cannot grow. You're doing all the work. But decentralization, you're replicating yourself. Yes.

SPEAKER_01 7:50

Um, one of the drawbacks of uh decentralization is leaders without testing their readiness. The skill will will, the skill, how skilled they are to do something, and well, how motivated they are to finish that something. No matter how empowering I am, I'm trying to be, you can yes.

SPEAKER_00 8:21

Beautiful. And this is where we can talk about manipulation and empowerment. Manipulation is more I want you to do what I want, what I want, regardless your skills, who strengths, the back. What you've said is very important is that anjad, I'm empowering, I'm empowering somebody according to their skills, matching their skills with what they're gonna do on the ground.

SPEAKER_01 9:35

Speaking of which, is a fianer shuila Jesus, is a ficta in the Bible an example or evidence how he used decentralization in a successful way.

SPEAKER_00 9:47

Yeah, beautiful. So when you look at Matthew 10, for instance, decentralization, waakter mean hek lemabat on marah maun. You go and do it. But direction, atah authority. So can feel boundaries, but direction, authority, exactly what he used to do. Alone ruho, uh, the kingdom of God, heal the sick, cast out demons. So it's exactly what he was doing. So Allah has they lived how he was calling people to follow him, he was communicating the message of the kingdom, he was casting out demons, he was curing the sick and commune with the father. It's the way of the kingdom of God. We are actually freeing people using different methods. When mistashfa, so we are curing people but using different methods. You know what I'm saying? So basically, if you see in the text, how to do things, clear guidance.

SPEAKER_01 11:42

Beautiful. So direction, authority, or freedom.

SPEAKER_00 12:02

Yeah. I think when we come to the corporate world, Anna Bira Bishli, Daemon, my question is not for accountability, did you do it my way? The question is, did you advance the mission of the organization, of the church, and so on? So, how did you do it? This is your flexibility, Adma Badak. So the question is not, did you do it my way? Hey, the mafia empowerment, hey, the actor, you're controlling the person. So there are things organizations, the leaders, what are the non-negotiables? Oh, this is very important. So analyma kuna, leaders, spiritual leaders, I ask them, what's core? Okay, let's define core. Okay. They did not define it as core. Like, let me give you an example. The vision, some ethical values. Although this is core humility, if it's core, why are you compromising? Let me give you an example. So I was talking on leadership, and then I asked them the question: what is core? Ten items they consider how the core and non-negotiables. Beautiful things. So Membaad Mahalasna, and then and then I said, Okay, great. Mahada mincon hat li peose in the church. It's not core. Okay. So I gave them an example. I said, What about I bring something more modern? And then I could see Masana, what are you saying? My father sat on this bench, I gave my life on this bench. So although Makata, this is core, but the way he behaved and reacted, obviously it has become core. So the biggest question is what is core and what is non-essential? We can decentralize our ministries when half is Allah, what is core. What about in the corporate world?

SPEAKER_01 16:25

And I tell them the system has to serve the employee Michel Akis. Obsession al Punching, obsession alayja always, and obsession beat. However, you don't look at it, you know. It's very interesting.

SPEAKER_00 16:57

Yes, yeah, and I want to say here, is uh she men no essential, then it can be considered and reconsidered. You reconsider your processes, you reconsider your structure. It's very healthy. That's exactly what you're saying.

SPEAKER_01 17:59

Very interesting. Bikilla kinila halla, uh it seems we have to be results oriented, hakina on empowerment, hakina on authority, but then act on trust, or kif na the la no definitely decentralization, but the trust. So how can you use Hadal Maudwa trust to achieve a successful decentralization?

SPEAKER_00 18:22

Yeah, it's a great question. Trust with the oxygen of decentralization.

SPEAKER_01 18:28

Wow.

SPEAKER_00 18:29

If there is no trust, there is control. Is a Mafi trust, there is control. And if you don't trust the person, you control that. Right? So what we need is we need trust. So trust is the oxygen of decentralization. But I think the way we earn trust is trustworthy. But consistent. But then there's something very important. Before they were ready. He called them before they were ready. Who into earn it. I don't think I have to spend years with you. I create space for you to serve and so on. You're not ready. I'm gonna trust you, create space for you. Now, uh, how do we create a trust? A key declarity is very important. And you entrust them, boundaries tabaon, communication, effective communication, overcommunication, ta yifamo, shulmatlubin non, lahatta baden, may kunfi mistrust, and smaken wade miscommunication. So I think uh communication, clarity in communication is key. Do you think can you think of something else?

SPEAKER_01 20:08

Um yes, I'm doing clarity of communication at and when I delegate and I give trust uh to my team members, but let's show RPM, so yeah, uh the R is the result, should result in a diah, okay? P is the purpose. Why we're doing it, because when people understand, they can do it better. And number three, M is the map. How I suggest based on my experience, the map worked. But I leave it up to them on freedom to a small project, shift feedback, and then honey, you started gaining my trust. I love what you're saying.

SPEAKER_00 20:45

So, into what you're doing basically now, you are coaching and not controlling. Yes, and that's this is what creates trust. Uh, exactly what you're saying. You are coaching someone uh so that they build trust in them. What I want to ask you, and I think it's very important, but spiritual word, uh I don't know how you do it in your context. Somebody is gonna come alongside me and encourage me and support me and teach me and coach me. Would that be the same in the corporate world?

SPEAKER_01 21:37

Uh yes, I would I would just say something, honey and no kamena. What leaders can do is something called uh do and report. They do something, they do a mistake, a what mistake because huge consequences on the corporate world. Do it, have the freedom, have the authority, go have your space, but report to me. Still tell me what happens. Number two, a trial is important. If I don't try, abilities as a person, as a shahsiamal gala, without the grace, I punish them. Next time they're not gonna try. And if they don't try, they don't you know find uh what they're strong at.

SPEAKER_00 22:25

So creating a culture of grace to build trust in the other. I agree.

SPEAKER_01 22:31

So uh pastor is freedom, baskamena ma bad responsibility, right? Because some people might abuse Hadashi. Great. So it's also about the balance between keeping the core, baskamena, having a decentralized approach, Maheke?

SPEAKER_00 22:59

Exactly.

SPEAKER_01 22:59

What else? How can we start taking wrapping up, putting everything together?

SPEAKER_00 23:04

I think a final word I would say, I'd love what you said earlier on. It was really powerful. And hello now, Kamil Ba'ad, so this is really powerful. Thank you for sharing that. If I want to add something at the end, you know, if you are a leader and you're listening to me, it's so important, you know, is a hada day for sa'at awhallat not to pull authority. And sometimes I've seen you know leaders at your space, Amal Shahli, Khabashwe, Baden, he pulls the authority, more a control freak, who I'm a micromanager. This is gold. So I think this is so important. Well Masi Hamil Nafse she's a little bit. So Mish Allu Khalas Enta Manak Adda, I'm gonna keep the authority. I give you the authority, keep doing, I'm next to you to empower you. In terms of accountability, mentorship, who coaching is so critical. You know, we talk about failing forward. Yes, so we want them to fail best forward to grow and become better. So in a bayto hid al halom, please comments down below.

SPEAKER_01 24:30

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