Expository Writing

Section: BSSEM-2B

Assignment #01

Group Member Names:

Unbreen Fatima SU92-BSSEM-F24-351
Ukasha Abid SU92-BSSEM-F24-147
M. Saqib Imran SU92-BSSEM-F24-109
M. Umar SU92-BSSEM-F24-088
M. Ahmad Naveed SU92-BSSEM-F24-149
Paraphrasing: Trust & Surprise
Introduction
The name of author is Stephen M.R Covy. The book of trust and inspire
was based on two major qualities of the leadership.

1)Command And control

Command And control is a person who wants to control on everything.

He is a person that don’t gives chance to the other to play the role of
leadership. Although he doesn’t let anyone else to handle or make the
decision.

Example

Baroness von Hellman from Cruella (2021) is a great example of

Command & Control leadership. She leads with fear, demands strict
obedience, and doesn’t trust her team. Instead of encouraging creativity,
she takes credit for others' ideas and controls every detail. She treats
people as replaceable, creating a toxic work environment. While her strict
leadership brings short-term success, it eventually backfires, leading to
betrayal and her downfall. This shows that Command & Control
leadership might work for a while but often fails in the long run.

2)Trust and Inspire

Trust and inspire is a person who always is ready to help others and gives
chances to express their ideas. He is a person who has positive leadership
qualities to motivate and support their team instead of giving orders or
controlling. Basically, it's about inspiring and helping because to do their
best rather than trying to control everything. They do moreover it allows
other to take leadership role to create more empowerment and effective
management

Example

Ben Whittaker from The Intern (2015) embodies Trust & Inspire
leadership by supporting and uplifting those around him. He earns trust
through patience, kindness, and professionalism, offering guidance
without control. Instead of making decisions for his boss, Jules Ostin, he
empowers her with support, boosting her confidence. Valuing relationships
over authority, he fosters teamwork and a positive workplace, reducing
stress and enhancing collaboration.
 Part one
Tow ways of future leadership trust and aspire &
command and control
"We need a new paradigm for leadership. Traditional leadership styles are
no longer effective in today's fast-paced, ever-changing world. The
modern workplace and workforce have undergone significant
transformations, and success now hinges on inclusion, collaboration, and
innovation.

To thrive, organizations require leaders who foster growth, empower

individuals, and encourage meaningful contributions. Modern leaders
must adopt a 'trust and inspire' approach, which:

1) Develops potential in every person

2) Empowers individuals to lead authentically

3) Encourages collaboration and diverse perspectives

This forward-thinking leadership style is essential for driving success,

boosting engagement, and unlocking the full potential of the
modern workforce."

Traditional leadership (command and control) is outdated and no longer

effective in today’s evolving world. Small adjustments within a flawed
system won’t work. As work, workplaces, and the workforce transform,
inclusion, collaboration, and innovation are now essential. The modern
workforce demands leaders who recognize and nurture potential, lead
with authenticity, humility, and courage, and inspire meaningful
contributions. This leadership approach is universal, applicable across all
industries, roles, and situations. It is a timeless model, relevant in any era
and context.

Chapter one
Our Style of Leadership Has No but the world has
changed

Traditional leadership is outdated in a world of rapid change and growing

workforce expectations. Employees have more choices but are often
unable to fully utilize their talents, creating a gap between potential and
reality. To bridge this, leadership must evolve beyond outdated "Command
& Control" methods.

With diverse, remote, and gig-based workforces, leaders must foster trust,
autonomy, and inclusivity. People seek purpose, flexibility, and meaningful
work, yet many organizations fail to adapt. Leadership must shift to match
the modern world, addressing cultural differences, remote work
challenges, and shifting generational expectations.

Five Emerging Forces

1)The Changing Nature of the World

Technological advancements are transforming society at an

unprecedented rate, marking the Fourth Industrial Revolution. Innovations
in AI, robotics, automation, and digitalization are reshaping industries and
daily life.

Knowledge is expanding exponentially—what once took a century to

double now happens in mere hours. This shift demands a "learn-it-all"
mindset rather than a "know-it-all" approach.

Disruptions, from technology to global crises, have redefined businesses

and industries, creating both risks and opportunities. To thrive in this ever-
evolving world, individuals, organizations, and communities must adapt
continuously.

2)The Changing Nature of Work

Work today is less about physical tasks and more about thinking, problem-
solving, and creativity. People are now doing jobs that rely on knowledge
and teamwork rather than just manual Labor. Even those who work with
their hands now need to think more and use their minds alongside
physical tasks.

The way work is done has also changed—collaboration is key. People need
to work together in flexible teams to create new ideas and solve problems.

3)The Changing Nature of the Workplace

The place where we work has also undergone big changes. Remote work
and working from anywhere were already growing, but the COVID-19
pandemic made this trend grow even faster. Today, many people work in a
hybrid way—mixing both remote and on-site work.

Teams are becoming more flexible and interconnected, with some teams
working completely virtually, even if they are spread across the world. In
many organizations, the need for a shared physical office is disappearing,
and traditional hierarchical structures are flattening to allow faster
decision-making.

As a result, work is becoming more global and less tied to a single office,
leading to changes in how organizations are structured and impacting
workplace culture.

4)The Changing Nature of the Workforce

The workforce today is more diverse than ever, with people from various
generations, backgrounds, cultures, and experiences. This diversity is a
strength, as it leads to greater creativity and innovation.

One example is the presence of multiple generations working together,

with as many as five different generations in the workforce. Younger
generations like Millennials and Gen Z bring new perspectives and
expectations to the workplace, seeking more than just a pay check—they
want to feel valued and know that their work matters. This shift is
changing how both workplaces and society’s function

5)The Changing Nature of Choice

Advances in technology have given us infinite choices, whether it's for

products, services, or work opportunities. Consumers now have access to
thousands of options with the click of a button, and the rise of virtual work
and the gig economy has provided people with more flexibility in their
jobs. Freelancers are expected to outnumber traditional employees by
2023.

With this increased freedom of choice, leaders must create cultures that
attract, retain, and inspire employees, as people now have more control
over their work and lifestyle than ever before. One example is a sales
professional who, during the pandemic, realized she could choose where
she worked and how often she travelled, giving her greater control over
her career and lifestyle.
To thrive in this changing world, organizations and leaders must adapt
quickly to these shifts or risk falling behind.

The Epic Imperatives of Our Time

Today, organizations face two critical challenges:

1. Create a high-trust culture that attracts, retains, and inspires top

talent, helping win the "war for talent" in the workplace.

2. Collaborate and innovate effectively to stay relevant in a

rapidly changing world, winning in the marketplace.

If organizations fail to meet these imperatives, sustaining success will be

impossible. Despite technological advances, many businesses still rely on
outdated management techniques, like the "carrot-and-stick" approach. To
stay relevant, leadership must evolve. A new leadership style—Trust &
Inspire—is necessary, focusing on unleashing people’s potential,
fostering a people-centered approach. This style is essential for leading in
today's world, driving innovation, and attracting top talent.

The Impact of a Trust & Inspire Leader

Not long ago, Microsoft was losing its relevance. Innovation had slowed,
and its culture was struggling, leaving it behind in a fast-evolving tech
world. Microsoft’s stock price was falling, and it was no longer considered
an exciting place to work.

Then Satya Nadella became CEO in 2014, inheriting a company plagued

by internal competition and a toxic culture. He recognized that the core
issue was the lack of collaboration and innovation. Nadella's first priority
was to change the company culture, focusing on creating a high-trust
environment.

Rather than using traditional leadership methods, Nadella embraced a

Trust & Inspire leadership style. He led with humility, empathy, and
authenticity, focusing on personal growth, creativity, and collaboration.
This shift towards a growth mindset helped employees unlock their
potential, revitalizing the company and transforming its workplace culture.

Under Nadella’s leadership, Microsoft regained its status as a leading

company. Employee satisfaction soared, with a 92% approval rating for
the CEO. He also worked to foster collaboration and innovation,
revitalizing Microsoft's mission and strategies. The results were
remarkable: Microsoft’s market value skyrocketed from $300 billion to
over $2 trillion, cementing its position as a global powerhouse.

Nadella’s leadership style didn’t just transform Microsoft’s business

results; it was about unleashing the potential within people, which drove
innovation and success. His example shows the powerful impact a Trust
& Inspire leader can have in reshaping an organization.

The story is echoed by a teacher who experienced two contrasting school

principals. The first principal operated with a Command & Control style,
which created a toxic work environment and high turnover. In contrast, the
second principal led with trust and inspiration, fostering a supportive and
collaborative culture. This approach revitalized the school, boosted
morale, and improved student performance.

Both examples demonstrate the power of leading with trust and

inspiration, proving that when people feel valued and trusted, they can
achieve remarkable results.

Command & Control versus Trust & Inspire

To understand why Trust & Inspire leadership is more suitable for
today's world, it's helpful to compare it with the older Command &
Control approach, including its more refined version, Enlightened
Command & Control.

Command & Control leaders rely on power and authority, while Trust &
Inspire leaders focus on people and their potential. A good analogy is
parenting: Command & Control parents are micromanagers, always
overseeing their children's actions and reluctant to let go. In contrast,
Trust & Inspire parents support and trust their children, allowing them to
take risks and learn.

In organizations, Command & Control leaders often struggle with letting

go of control. They may achieve compliance, but it’s limited and doesn’t
go much further. While compliance can be necessary, it’s not enough to
drive engagement or inspire real innovation. Trust & Inspire leadership,
however, fosters genuine commitment from people—voluntarily and
enthusiastically given. This commitment leads to higher levels of
engagement, creativity, and productivity, generating better outcomes.

Command & Control is transactional, focused on completing tasks

quickly—like making a sale or finishing a project. It's about efficiency.
Trust & inspire, however, is transformational. It’s focused on building
relationships, developing skills, and empowering people to grow. Ironically,
while it might seem slower, this approach is actually more effective in the
long run because it fosters sustainable development. As the saying goes,
with people, "fast is slow, and slow is fast."

As you consider these leadership styles, think about your own

experiences. Have you encountered Command & Control leadership, or
have you benefited from a Trust & Inspire approach? More importantly,
which type of leadership are you creating for those around you—whether
they are coworkers, customers, students, or children?

Directive & Regulate Empower & Encourage

Rules & Enforcement Dedication & Ownership
Task-Oriented Vision-Oriented
Productivity-Focused Impact-Focused
Maintain & improve Innovate & evolve
Static Thinking Adaptive
Thinking

Manage Systems, Lead People

What comes to mind when you hear the word “manager”? Now, what
about “leader”? The difference becomes clear when you compare what it
feels like to be managed versus led.

For decades, thinkers like Abraham Zaleski, Peter Drucker, and John Kotter
have distinguished management from leadership. Yet, the two terms are
still used interchangeably. While both are essential, organizations today
are often overmanaged and underlid. The key difference? Management is
for things; leadership is for people.

Managing means handling with skill—a concept rooted in the Latin manus
(hand). We manage tools, processes, and resources to optimize efficiency.
But people aren’t tools. Unlike systems, people have creativity, emotions,
and autonomy. Managing them like objects stifles their potential.

Command & Control leadership treats people like machines—focused on

efficiency, containment, and compliance. This limits growth, much like
fleas conditioned by a closed jar lid. Even when the lid is removed, they
don’t jump higher. Similarly, people managed under rigid control rarely
reach their full potential.

Trust & Inspire leadership, on the other hand, unlocks that potential. It
empowers individuals by fostering autonomy, trust, and purpose. Great
leaders don’t just optimize processes—they cultivate people.
The most effective leaders manage things efficiently but lead people
effectively. As Blaine Lee once said, “Meaning isn’t found in things;
meaning is found in people.”

Motivation vs. Inspiration

One key difference between Command & Control and Trust & Inspire
leadership is the contrast between motivation and inspiration. Despite
advances in leadership, most organizations still focus on motivating
people rather than inspiring them. We try to motivate employees to hit
sales targets, students to excel in school, or ourselves to stay fit. The core
of motivation is external pressure—using rewards (carrots) or punishments
(sticks) to drive behaviour.

While motivation isn’t inherently bad, it has limits. Carrot-and-stick

methods—effective in the Industrial Age—are transactional and fail to tap
into people’s deeper potential. As Daniel Pink argues in Drive, true
performance stems from intrinsic motivation—our internal desire for
autonomy, purpose, and mastery. Inspiration, on the other hand, unlocks a
person’s internal drive. Rather than requiring effort, it sparks excitement
and passion. Inspired people don’t just work for rewards; they work
because they believe in what they’re doing. They take ownership,
innovate, and exceed expectations—not out of fear, but because they
care.

Carrot-and-stick leadership creates dependence, conditioning people

rather than developing them. For example, rising student cheating rates
highlight how external rewards (grades, college admissions) can backfire.
We need more than graduates chasing credentials; we need educated,
passionate individuals who seek to make a difference.

As Simon Sinek said:

“There are only two ways to influence human behavior. You can
manipulate it, or you can inspire it.”

One powerful example of inspiration comes from Indra Nooyi, former CEO
of PepsiCo. She realized the pride her mother felt in her success wasn’t
just about her—it was about how she was raised. Inspired, she wrote
personal letters to the parents of her senior executives, thanking them for
raising such incredible leaders. The response was profound. Executives
felt valued as whole people, not just for their work. One even said, “This is
the best thing that’s happened to my parents—and to me.”
Inspiration connects people to purpose and each other. Unlike motivation,
it doesn’t just drive behavior—it transforms it.

Self-Reflection: Motivation vs. Inspiration

Command & Control leadership creates dependency, while Trust & Inspire
leadership unleashes potential. Leaders can either push people toward
compliance or ignite their passion for innovation. Ask yourself:

As a leader, do I motivate my team to meet minimum expectations, or do I

inspire them to excel?

As a parent, do I micromanage, or do I trust and guide my children?

As a teacher, do I enforce deadlines, or do I cultivate a love for learning?

Leadership today is about stewardship—helping others grow, not just

managing them. If you're still relying on motivation alone, you're playing
the wrong game with the wrong tools.

Leadership Is a Choice, not a Title. You don’t need a title to lead. True
leadership is about influence, not position. Some of history’s most
impactful leaders—Gandhi, Malala Yousafzai, and Pedro Medina—
transformed societies without formal authority.

For example, Medina, a Colombian businessman, founded Yo Creo en

Colombia to restore national pride and trust. His grassroots movement
inspired institutional change, ultimately shaping a presidential platform—
all without a title.

Leadership exists everywhere—in families, schools, communities, and

organizations. It’s not about authority but about inspiring trust and belief
in others. As Keith Ferrazzi describes in Leading Without Authority, real
leadership involves co-elevating those around you, regardless of position.

Becoming a Trust & Inspire Leader

No matter your role—parent, employee, teacher, or executive—you have

the power to lead through trust and inspiration. When people feel valued
and empowered, they rise to their potential, develop new capabilities, and
help others do the same. Greatness is unlocked when people are trusted
and inspired.

Reference
Covey, S. M. R. ( ). Trust and inspire