If you’ve been in a bookstore lately, you’ve probably seen Mel Robbins’ “Let Them Theory” front and centre on the bestseller shelf. It’s a good read and a great theory and puts a compelling spin on the idea of relinquishing control in situations where holding on only leads to stress, frustration and emotional exhaustion. It champions the concept of letting people get on with what they’re going to do anyway, as a means of protecting your peace and releasing the anguish caused by trying to manage or fix others’ behaviour.
In a corporate setting, this mindset isn’t just therapeutic, it’s strategic. Here’s a practical look at how some of Robbins’ ideas can be applied in the workplace, especially in leadership roles.
Letting go of control is a leadership strength
Corporate leaders are often expected to have all the answers and to maintain a tight grip on outcomes. The instinct to micromanage or overcorrect is natural, especially when stakes are high. But this impulse can become counterproductive. Mel Robbins puts it plainly; “When you stop trying to control how everyone else acts, you’ll find your own peace.”
Letting go doesn’t mean giving up responsibility, it means being selective about where your energy goes. If a team member wants to approach a problem differently, let them. If a colleague resists your idea, let them. You’ll create space for real collaboration, not compliance. When you stop clinging to control, you demonstrate confidence in your people and your own ability to adapt. That’s what earns trust.
Creating space for self-leadership
One of the most valuable shifts that happens when leaders adopt the “let them” mindset is the emergence of self-leadership among team members. People step up when they’re trusted. They also learn more effectively when they experience the outcomes of their own decisions, both good and bad.
Say a team member is committed to a strategy you wouldn’t choose. Instead of blocking it, you give it room to breathe and execute their way of doing things. Encouraging this experimental approach means even if it doesn’t work out, the learning is deeper, and your team feels empowered and more able to take accountability and adapt and change as needed.
As Robbins reflects “People are going to do what they want to do. Let them. You’ll be amazed at how freeing it is to stop managing other people’s reactions and just focus on your own.” Obviously as a leader you have some responsibility to guide your team and create boundaries, but giving people the freedom to choose their own style of working means that in the long run, you’re creating a team of thinkers, not just doers.
Boundaries, not barriers
Adopting the “Let Them” approach at work isn’t about tolerating poor behavior or overlooking performance issues. Instead of trying to control or micromanage others, you set your expectations and allow people the space to make their own choices. This approach leads to a healthier work environment where respect and personal responsibility thrive. Boundaries clarify the rules of engagement. They keep things professional, and they remove the emotional entanglement that comes with trying to control someone else’s behaviour.
Preserving energy and focus
Leadership is demanding. The mental bandwidth required to constantly monitor and manage others can be draining. The “let them” mindset protects your energy. You stop spending time trying to predict or change people’s behaviour, and start focusing on your own clarity and leadership presence. Robbins reflects; “Your peace is more important than their drama.” Not every disagreement needs a rebuttal. Not every emotional reaction needs soothing. Let people express themselves, let situations unfold and conserve your energy for the big picture. When you operate this way, your team sees you as a source of calm and direction, not someone constantly pulled into conflict or overexerting to keep things on track.
The “let them” mindset in action
Here are a few practical ways corporate leaders can implement the “let them theory”:
- Let employees experiment. If someone believes in an approach, give them room to explore it, with clear outcome expectations .
- Let disagreement happen. Conflict, when managed well, leads to better ideas. Don’t always rush in to shut it down.
- Let others own their roles. Resist the urge to jump in or rescue all the time. Let people feel the weight of their responsibilities.
The beauty of Robbins’ approach is its simplicity. It offers a great reminder that often you just need to step back, breathe, and remember that it’s not your job to control everything. It’s your job to lead with clarity and intention.
How do you incorporate the “let them” theory in the workplace? I’d love to help you and your team work better together.