Leading with Trust: How Taoist Philosophy Shapes My Leadership Style
One of the most meaningful shifts I’ve made in how I lead others came from something that seems pretty far from the world of work: Taoist philosophy. I’ve always found Taoism’s quiet wisdom inspiring, and over time, it started influencing the way I approach collaboration, ownership, and leadership. It’s not a doctrine I follow rigidly — I’m not trying to be a Taoist monk in the office — but the principles have stuck with me and found their way into how I show up for my team.
What is Taoism and How Does It Connect to Leadership?
At its heart, Taoism is an ancient Chinese philosophy centered on aligning with the Tao — the natural way or flow of the universe. It’s about harmony, non-resistance, balance, and trust in the natural unfolding of things. Chinese texts often wrap this up in the term wu wei — a phrase that resists tidy translation. It’s been called “non-action”, “effortless action”, or even “acting without forcing,” but the essence is simply moving so naturally with the current that it hardly feels like effort at all.
In leadership, this resonates deeply. Instead of trying to push, pressure, or over-engineer, the Taoist mindset invites us to guide with clarity and presence, to remove unnecessary friction, and to allow others to find their own best path forward. It’s leadership through letting go — not of responsibility, but of ego and control.
“The best leaders are those whose existence the people are barely aware of. The next best is a leader who is loved and praised. Next comes the one who is feared. The worst one is the leader that is despised.”
— Tao Te Ching, Chapter 17
Allow, Don’t Force
This is the biggest thing for me. It all starts with mindset — the attitude with which you enter into any kind of collaboration. My default stance is: people are capable. They want to do good work. My job is to give them the conditions, clarity, and trust they need to thrive.
That means allowing, rather than forcing. It means holding space for people to show up fully — to own their work, make decisions, and learn through doing. When I trust first (rather than demand proof), something powerful happens: people often rise to the occasion. Not always. But often enough that it’s worth betting on.
It’s Not Always Easy
This approach isn’t always easy, especially in environments where managerial overabundance is the norm. I’ve had to defend it — sometimes to my own managers, sometimes just to myself when things get bumpy. It can feel risky to trust someone who others say isn’t reliable. It can feel borderline suicidal to let go when the stakes are high.
But over time, I’ve seen that when people are trusted, they act more responsibly — not less. They start to take initiative. They surprise you. Sometimes, they surprise themselves. And when they don’t, it’s usually a signal that something deeper needs attention — not that the whole approach is flawed.
It’s completely fine to schedule some pre-determined check-in points, or ask if everything’s alright if you’re feeling that things are not moving like they should. In fact, if you work in a culture that prizes clear chains of command, consider piloting this approach in a small domain first. It may turn out that your team, your company’s culture, or even you are not meant for this high-stakes experiment. The only way to find out is to try.
The Impact on My Team
Since leaning into this mindset, I’ve seen real changes. Team members become more proactive. They ask better questions. They take ownership. We solve problems faster because more brains are working independently, not just waiting for permission.
I’ve also found that this creates a calmer, more grounded working atmosphere. There’s less stress and second-guessing. Less anxiety about who’s watching. More energy going toward the actual work.
Practical Tips for Tao-Inspired Leadership
If this way of leading resonates with you, here are some principles that help me bring it into practice:
1. Trust First, Then Verify
Start with the assumption that people are trying their best. Trust creates a container where people feel safe to take initiative. Of course, accountability matters — but when trust comes first, accountability becomes shared instead of imposed.
Here’s a simple framework I use for building trust in my teams:
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2. Encourage Ownership
Give people space to lead their parts of the work. Don’t jump in to fix things too quickly. Let them sit with uncertainty a bit — it builds muscle. Ownership grows when people feel that their decisions actually matter. This can take the form of creating space for other people’s ideas by asking them “What do you think we should do?” — even if you think you have the right answer yourself.
3. Balance Presence with Distance
Be available, not omnipresent. Don’t hover. Let people know you’re there to support, but resist the urge to “help” by taking over. Quiet presence can be more powerful than constant guidance. Asking what you can do to help often leads to better outcomes than doing what you think is right.
4. Embrace Flow, Not Rigidity
Plans will change. People will surprise you — for better or worse. Stay responsive rather than reactive. Trust the process and be flexible enough to shift course without panic. If you’re brave enough to give this approach a try — you’re probably professional enough to make a correction if it fails.
5. Know When to Dial It Back
This approach will not work with everyone. Work must still be completed, deadlines met. Let’s step back from Chinese sages for a second. Set a hard boundary of how far you’re willing to let things go, and be ready to make a correction to get things back on track. If commitments slip several times, a few 15 minute huddles during the week may help getting more alignment on responsibilities.
I’m still learning, and I’ll be the first to admit I don’t always get this right. But each time I catch myself trying to force something, I try to pause and ask: “What would happen if I allowed this instead?”
More often than not, that small act of trust — in people, in the process, in myself — leads somewhere better than I could have planned.
Inspired by Dr. Wayne Dyer’s “Do the Tao Now,” pick one small thing today that you feel the urge to closely control — an email thread, a design detail, a deadline conversation. Loosen your grip, let the team steer for 24 hours, and observe what unfolds. You might not unlock cosmic secrets, but you’ll gain a data point on how far trust can carry you — and your people — toward better work.
Want to explore more about leadership philosophy? Check out my other articles on building psychological safety in remote teams and making decisions under uncertainty.