What can I do at work to help someone when people say they are capable but they do not feel in control?

Short answer

Capability and feeling in control are not the same.

What this can look like

Strong output can mask low control, high worry or a workload that only works through extra unseen effort.

Why it can happen

Someone can produce strong work while their system is fragile, exhausting or hard to repeat. A good leader asks about conditions before capacity is depleted.

What might help

Ask how the work is being achieved, not only whether it is complete. Make trade-offs visible and fair.

What the research helps explain

A broad work pattern can be shaped by task demands, health, stress, recovery, environment and support. Public information can help leaders improve conditions and have better conversations; it cannot decide what label, if any, applies to a staff member.

What can vary

Do not diagnose, compare suffering, demand private information or assume that visible output tells you the full cost. New, severe or concerning changes may need appropriate professional advice.

For this situation

For you, make workload and control part of ordinary one-to-ones.

More info and original sources

Poko summarises the relevance of public original sources and links out for anyone who wants to read more.

• About psychosocial hazards — Australian guidance on identifying and managing work conditions that can create psychosocial harm.
• Executive Functions — Explains attention, working memory and flexibility as distinct, context-sensitive processes.