The Autopilot Mindset: Trust People Like You Trust Technology
I’ve always valued clarity and ownership in work. Over time, I’ve realized that the “trust but verify” approach, may look natural and sensible, but it can become toxic. It often signals: “I don’t fully trust you,” even when that’s not the intent.
For me, trust is the default—but experience has taught me a simple framework:
- Full Delegation: Hand over ownership completely, and expect the best. This works when the person is mature enough to know when to seek guidance or intervention—without letting things slip. It’s not about capability; it’s about judgment: knowing when to ask, “I did this, but something feels missing—can you review and guide me?” Step in only when truly necessary.
- Explicit Critical Review: Humans make mistakes. In high-stakes scenarios, errors can cost significant time or money, so a maker-checker approach is essential. It ensures accountability, minimizes costly mistakes, and even catches the occasional “bad apple.” This isn’t mistrust—it’s process integrity.
- Avoid the In-Between: Reviewing work because you feel like you should, without clarity, undermines trust and accountability. Ambiguity is toxic.
Two experiences illustrate this clearly:
- A Healthy Collaboration: I asked a team member to write a feature spec. I trusted his ability and planned to review it to bring my industry perspective. Responsibilities and intent were clear. The result? Smooth collaboration, learning, and zero friction in the relationship.
- Delegation Gone Wrong: I fully delegated design and development of a feature to a team member, even though I had doubts about their readiness. I didn’t set review guardrails. When I checked, the work was half-baked, costing several months. Full delegation only works when the stakes match readiness or when a structured review exists.
The takeaway is simple: trust by default, be explicit when checks are needed, and avoid vague halfway approaches.
Doing this nurtures ownership, growth, and accountability while minimizing friction, mistakes, and lost time.
Reflecting on these lessons, I’ve created a mental model for myself: the Autopilot Principle. I trust my team like I trust an autopilot. Most of the time, they navigate independently. When turbulence or risk arises, it alerts me. And whenever necessary, I take complete control. It’s a simple way to balance trust, guidance, and oversight without micromanaging.