Power is a delicate instrument. Wield it too tightly, and it shatters in your grasp. Hold it too loosely, and it slips through your fingers. The balance between control and empowerment is not an easy one, but it is the mark of the truly powerful. Many attempt to govern through rules—an endless list of restrictions, regulations, and commands. But rules, like walls, only serve to confine. They create obedience, not initiative. They inspire compliance, not innovation.
To be a commander of people, an architect of influence, or a leader of any consequence, you must understand this fundamental truth: control ensures order, but only principles create empowerment. Control Is a Cage, Empowerment Is a Key. The Weak Rely on Rules; The Strong Instill Principles
Those who fear disorder create laws by the thousands. They legislate behavior, dictate minutiae, and believe that dominance comes from detail. This is the mistake of the bureaucrat, the micromanager, the rigid commander. Such leaders seek security in control, but what they truly create is stagnation. A thousand rules are nothing more than shackles; they do not inspire, they do not adapt, and they do not breed greatness.
True power does not lie in rules. It lies in principles. Rules are restrictive. Principles are liberating. Rules impose limits. Principles unlock potential.
A leader who governs by rules demands obedience, but a leader who teaches principles commands loyalty. When people understand the why, they can navigate the how. When they operate from principle, they make decisions that align with the vision—even in your absence.
Teach Principles and Step Aside
If you desire true power, stop ruling by decree. Instead, instill principles and allow others to act on them. A few clear, guiding tenets are infinitely more effective than an intricate web of regulations. Consider the difference between a company drowning in bureaucracy versus one driven by a core mission. The former suffocates under complexity; the latter thrives on clarity.
The strongest leaders do not dictate every move. They articulate the essence of the game and let others play. They create an environment where people govern themselves, bound not by rules but by a shared understanding of what is right and what is necessary.
Thus, the secret is revealed: control is an illusion. You may hold the leash, but it will eventually snap. Instead, give people principles—then let them decide. In doing so, you do not relinquish power; you multiply it. You do not lose control; you create a force far stronger than control itself.
A ruler who trusts in rules will forever be tightening their grip. A ruler who trusts in principles will watch their influence expand beyond their reach.
Corporate Governance: The UK vs. The US
The contrast between the corporate governance models of the UK and the US perfectly illustrates this tension between control and empowerment.
In the UK, corporate governance follows a principles-based approach, where companies operate under the Comply or Explain model. Rather than being bound by rigid regulations, businesses adhere to a set of guiding principles and are expected to justify any deviations. This approach trusts in the ability of organizations to govern themselves while allowing for flexibility and innovation. It fosters a culture of responsibility rather than fear of punishment.
In contrast, the US follows a rules-based system, characterized by strict regulatory frameworks such as the Sarbanes-Oxley Act. Here, compliance is mandated, and deviation is met with penalties. While this provides a clear structure, it also leads to an environment where corporations prioritize legal adherence over genuine ethical leadership. The burden of excessive rules can stifle innovation and encourage box-ticking rather than true governance.
The lesson is clear: while rules provide a measure of security, they do not create greatness. The UK’s approach allows companies to exercise judgment within a set of principles, fostering a more empowered corporate culture. The US, on the other hand, relies on legal codes to enforce discipline, often at the cost of adaptability and innovation.
A Lesson from History: Napoleon and the Grand Army
Napoleon Bonaparte understood the power of principles over rigid rules. Unlike his European adversaries, who adhered strictly to regimented battle formations and outdated doctrines, Napoleon instilled core principles in his commanders—speed, adaptability, and strategic initiative.
His famed corps system divided his army into semi-autonomous units, each led by a general who understood the overarching strategic intent but was free to adapt to battlefield conditions as needed. This approach allowed his forces to react faster, strike harder, and win engagements even when outnumbered. His enemies, shackled by hierarchical command structures and rigid rules of engagement, could not match the agility of Napoleon’s forces.
However, as Napoleon’s empire grew, he increasingly turned to centralized control, believing that he alone could direct all aspects of warfare and governance. The more he tried to dictate every move, the more brittle his command became. By the time of his Russian campaign in 1812, his once-fluid military machine had become slow and unwieldy, unable to react to unforeseen conditions. His failure to trust in the principles that once made him great led to his downfall.
The lesson is clear: empower those under your command with principles, and they will act in your interest even in your absence. Try to control every action, and you will create a structure too rigid to survive the unexpected.
The most successful leaders—whether in government, business, or personal influence—do not control by decree but empower through principle. The corporate world is no different. The future belongs to those who understand this balance.
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© Ben Benson
Ben Benson 
March 13, 2025 
