By Jackie Stapleton

A few weeks ago, one of my clients shared a realization that completely shifted how he approached ISO management.

For years, he had been fighting an uphill battle—trying to control every tiny detail of their quality management system. Every procedure, every update, every small tweak had to be implemented exactly as he envisioned. He would push hard, expecting every staff member to follow his instructions to the letter.

And, unsurprisingly, he got pushback. A lot of it.

People resisted the changes, ignored new processes, and sometimes even rolled their eyes when he brought up another “must-do” update. The more he tried to control, the more frustrated he became.

One day, after yet another argument over a minor procedural change, it hit him—he was fighting battles that weren’t his to fight.

Instead of focusing on what he could control, he had been exhausting himself over things that were ultimately in others’ hands. He realized that ISO implementation wasn’t about forcing compliance—it was about influencing, guiding, and letting go of what wasn’t his responsibility.

Once he made that shift, everything changed.

He started focusing on the areas where he had real impact—like how he communicated changes, how he supported staff in understanding why updates mattered, and how he worked with leadership to drive improvement. And when he let go of the little things outside of his control, the resistance started to fade and he actually started to enjoy himself!

My client’s realization wasn’t just a personal breakthrough—it’s a fundamental leadership shift that applies to anyone with responsibility for an ISO management system. The temptation to micromanage every aspect of a management system is understandable; after all, we want things to be done right. But as Diane Hamilton points out in her Forbes article, Micromanagement Is Killing Innovation: The Leadership Shift Teams Need, excessive control doesn’t lead to better outcomes—it leads to resistance, disengagement, and a lack of innovation.

Instead of trying to enforce every change with an iron grip, successful leaders focus on influencing rather than dictating, empowering rather than controlling. When my client embraced this shift, he not only reduced his stress—he also saw his team become more engaged, more receptive, and ultimately more committed to maintaining the quality management system.

ISO Management Systems Zone of Control

When implementing and maintaining an ISO management system, it’s easy to fall into the trap of trying to control everything. But success comes from understanding where to focus your efforts, where you can influence change, and what you need to let go of. The ISO Management Systems Zone of Control helps break this down into three key areas: what you can control, what you can influence, and what is outside of your control. By directing your energy toward the right areas, you’ll reduce frustration, gain better engagement, and drive real improvement.

What you CAN control

This is where your focus should be. These are the aspects of ISO implementation and maintenance that are directly within your power. The more effort you put into these areas, the more successful your system will be.

• Your approach to ISO implementation. This relates to how you introduce and integrate ISO standards into your organization.
• How you communicate changes. Clear, consistent messaging helps gain buy-in from employees.
• Training and support provided. Ensuring staff understand their roles in the system makes adoption smoother.
• Your leadership style. Leading by example fosters a culture of quality and compliance.
• How you influence engagement. Encouraging staff participation makes implementation of ISO management systems more effective.
• Your ability to adapt and refine processes. A flexible approach helps the system evolve with business needs.

✅ Tip: Focus your time and energy here to make the biggest impact on the success of your ISO management system.

What you CAN influence

These are areas where you don’t have direct control but can still make an impact. By using strong leadership, communication, and engagement strategies, you can shift these over time.

• Company culture (long-term impact). You can’t change culture overnight, but leading by example and reinforcing quality values will help.
• Encouraging upper management support. Although executive buy-in isn’t guaranteed, you can present the benefits and show results to gain their backing.
• Creating an environment that fosters change. Change is easier when employees feel supported, so build a positive, learning-focused workplace.

✅ Tip: Instead of forcing change, influence it by fostering collaboration, showing results, and leading with confidence.

What you CAN’T control

These are external factors or responsibilities that belong to others, and stressing over them will only lead to frustration. Recognizing and accepting what’s out of your hands is the key to staying productive.

• Individual staff attitudes. You can guide and support employees, but you can’t force them to care.
• Upper management’s support level. If leadership isn’t fully on board, your best option is to demonstrate the value of the ISO management system rather than push.
• External regulations and market changes. These are set by external bodies, so instead of resisting them, focus on adapting.
• How quickly others adopt changes. Some employees take longer than others to adjust; patience and ongoing support are key.
• Decisions made by other departments. You can advocate for ISO management system principles, but ultimately, other departments have their own priorities.

✅ Tip: Instead of wasting energy trying to control these, focus on your own actions and influence where possible.

Next steps 

1. Assess your current focus. Take a moment to reflect: Are you spending too much energy on things you CAN’T control? Identify where your focus is currently going and shift your efforts toward what you CAN control and influence.
2. Engage and influence smartly. Instead of forcing compliance, work on influencing those around you. Build relationships, communicate the benefits of ISO management systems, and create a culture of improvement rather than enforcement.
3. Let go and lead effectively. Recognize that some things are simply out of your control. Instead of getting frustrated, trust the process, lead by example, and focus on driving change where it truly matters.

This article first appeared on Auditor Training Online‘s Lead The Standard newsletter and is published here with permission.