In decentralised organisations, leadership is often confused with visibility. We mistake presence for impact, surveillance for certainty, and control for confidence.
But the real question isn’t how do we manage people when we’re not there — it’s how do we lead when we’re not in the room?
Long before I held a leadership title, sport taught me the answer.
I found structure and belonging in rugby league. A volunteer coach helped me fall in love with the game by creating clear expectations, treated people fairly, and showed respect through consistency. He didn’t just coach a team, he created the conditions for people to thrive.
Looking back, his leadership rested on three anchors that still matter today: purpose, people and clarity.
When people understand why the work matters, they don’t need constant instruction. Purpose becomes a decision filter. It builds confidence and confidence travels further than instructions ever will. Purpose leads when you’re not present.
In decentralised environments, connection doesn’t happen by accident. You have to design for it. Trust isn’t built through policies or processes it’s built through relationships. And when things go wrong, as they inevitably do, relationships will save you long before rules ever will. People are not a risk to manage — they are the system.
Confusion kills confidence, and in decentralised systems it spreads fast. Leaders must be relentlessly clear on direction, responsibilities and expectations. Alignment at the top creates autonomy everywhere else. Clarity is not optional, because nothing is obvious.
Here’s what I’ve learned: if you need to be everywhere to lead, you haven’t built leadership that travels yet.
When people believe in the purpose, trust the people beside them, and are clear on the direction leadership no longer depends on proximity.
The real question for leaders isn’t about strategy or structure. It’s who carries your example when you’re not there?
