By Gage Gorman

The workplace is a reflection of the values and culture set by its leaders. However, in many organizations—especially larger corporations—a pattern emerges that stifles growth, innovation, and employee engagement. It’s the pattern of fear-based management: overly rigid rules, excessive red tape, and hierarchies so strict that communication and progress become paralyzed.

This approach breeds dysfunction. Employees get bogged down in processes designed to mitigate every possible risk, leaving them unable to perform their best work. Managers, often disconnected from day-to-day realities, inadvertently compound this issue by oversimplifying complex challenges, setting unrealistic expectations, and eroding trust across teams.

But it doesn’t have to be this way. Corporate culture can change. It starts with a fundamental shift in how leaders approach trust, empowerment, and engagement. Here are some lessons and insights from my career that highlight how organizations can become healthier and more productive.

One Size Doesn’t Fit All

A universal rulebook often does more harm than good. Employees are individuals with unique strengths, interests, and career goals. Not everyone aspires to climb the corporate ladder, and that’s okay. Forcing everyone into the same mold—where “more responsibility equals better performance”—can demoralize those who excel in their current roles and prefer to deepen their expertise.

Conversely, some employees are eager for more responsibility, a deeper understanding of their work, and opportunities to grow. These individuals thrive when trusted with challenges, provided with the right resources, and empowered to innovate.

Leaders must learn to recognize these differences, honor them, and adapt their management approach. Success doesn’t come from applying a one-size-fits-all standard but from understanding and leveraging the diverse talents within a team.

Fear Is Not a Strategy

Fear-based rules often stem from a desire to avoid mistakes or maintain control. While mitigating risk is important, overregulation creates an environment where employees are afraid to act, stifling creativity and productivity.

The most effective teams I’ve worked with are built on trust. When leaders assume good intentions and give employees the freedom to excel, they foster ownership and accountability. This doesn’t mean blind trust—it means creating a culture where people feel supported, valued, and empowered to do their best work.

Leadership Through Understanding

One of the biggest contributors to dysfunction in large corporations is the disconnect between leadership and the realities of day-to-day work. Managers brought in from outside the organization—or promoted without understanding their teams’ roles—can unintentionally oversimplify tasks, set unrealistic timelines, and make decisions that fail to consider execution complexities.

In my career, I’ve found the greatest success as a leader when I stay connected to ground-level details. Rolling up my sleeves and doing the work myself—even temporarily—has allowed me to gain insights, make better decisions, and align teams effectively.

This approach is akin to the concept of “Undercover Boss.” While it shouldn’t be a one-off PR exercise, the principle holds true: leaders who understand the work are better equipped to lead.

Breaking the Cycle of Dysfunction

Organizations that operate with excessive layers of hierarchy and red tape often fall into a cycle of inefficiency. Progress slows, frustration builds, and morale plummets. To break this cycle, leaders must:

1. Streamline Processes: Identify and eliminate unnecessary steps that bog down teams and create frustration.

2. Empower Employees: Recognize those who are trustworthy, give them the tools they need, and then step back to let them succeed.

3. Encourage Cross-Training: Allow managers and employees to rotate through roles, fostering collaboration and providing a broader organizational perspective.

4. Foster Open Communication: Break down hierarchical barriers that prevent the free flow of ideas. Employees should feel comfortable sharing insights, concerns, and suggestions.

The Road Ahead

I believe organizations can shift away from fear-based management toward a culture of trust, care, and empowerment. When leaders set a tone of trust from the top, it creates a ripple effect throughout the organization. Employees who feel trusted and valued are more likely to extend that trust and loyalty back to their leaders.

This transformation requires effort, self-awareness, and a willingness to challenge the status quo. It requires leaders to roll up their sleeves, stay connected to their teams’ realities, and lead with empathy and understanding. It’s not about striving for perfection but about making consistent progress—building environments where employees can thrive, contribute, and do their best work.

The future of work doesn’t have to be mired in fear and dysfunction. With intentional leadership, we can create organizations where trust replaces fear, where employees are empowered to succeed, and where meaningful progress can be made. It’s time to rethink how we manage, lead, and inspire. And it starts with us.

Cheers,

Gage