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| | | | Last Two Cohorts of 2025 Start Next Month | MGMT Fundamentals - Eight one-hour sessions over two weeks starting September 9 at 12:00 PM ET. Perfect for managers with 0-3 years of experience who want to quickly build the skills and systems to lead their team effectively from Day 1. | MGMT Accelerator - Eight 90-minute sessions over four weeks plus 3 group coaching sessions starting October 7 at 11:00 AM ET. Perfect for experienced leaders with 3-10 years of experience who want to refine their systems to deliver more impact and level up as a leader. | |
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What You Missed This Week |
Our Sunday AM posts: |
📌 11 Hidden Truths That Lead to Lasting Success (Dave on LI)
📌 7 Traits That Make You Irreplaceable (Mar on LI)
📌 The Root Cause of 80% of Workplace Issues (Dave on X) |
And here are our most popular posts last week: |
🔥 15 Quietly Lies Slowing Ruining Your Career (Dave on LI)
🔥 Prompts for Writing Down Your Principles (Dave on X)
🔥 The Introverted Leader's Handbook (Mar on LI)
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Our goal is to build a community of 1 million thoughtful, curious leaders. |
You can help us by reposting anything that resonates with you. |
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Institutional Inertia: The Innovation Killer |
We've all been there. You propose a better way to do something: backed by data, proven by competitors, supported by logic. |
The rejection comes swift and certain: |
"We've always done it that way." |
This isn't just resistance to your specific proposal. |
It's the immune system of safe mediocrity protecting itself. |
And it's costing your organization more than you realize. Because while you're debating whether to change, your competitors are accelerating, experimenting, and implementing the solutions you're still just talking about. |
The question isn't whether institutional inertia will eventually destroy great companies. History proves it will. |
The question is: Will you break through it before it breaks your momentum? |
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Why Smart People Resist Smart Ideas |
Success Trap
Success creates emotional attachment to current methods, even when those methods are becoming obsolete. |
Sunk Cost
People resist change because they've invested time, energy, and personal capital in the current way. Admitting a better way exists feels like admitting they were wrong. |
Risk Asymmetry
For most people, the pain of change feels immediate and certain, while the benefits feel distant and uncertain. They'd rather stick with known problems than risk creating bigger ones. |
Status Quo
Humans are wired to prefer the current state of affairs. Change requires energy, and our brains are designed to conserve energy whenever possible. |
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The Change Strategy Matrix |
Not all resistance is the same. Your approach should depend on two factors: Cost (how much are you asking them to risk, financially, politically, etc) and Risk (who bears the consequences of failure). |
Quadrant 1: Low Cost + Low Risk to Them |
Strategy: Run Cheap Experiments |
When the ask is small and the risk falls on you, make it easy to say yes by making it easy to try. |
What this looks like: |
"Let me pilot this with my team for 30 days." "Give me a small budget to test this approach." "Let me run this experiment and report back."
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The Experiment Framework: |
"I'd like to test [SPECIFIC CHANGE] with [SMALL GROUP] for [SHORT TIMEFRAME]. Success metrics: [CLEAR, MEASURABLE OUTCOMES] Failure criteria: [WHAT WOULD MAKE US STOP] Resource requirement: [MINIMAL INVESTMENT] Rollback plan: [HOW WE RETURN TO STATUS QUO IF NEEDED] If it works, we scale it. If it doesn't, we learned something valuable for minimal cost."
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Quadrant 2: Low Cost + High Risk to Them |
Strategy: Make It Their Idea |
When the financial cost is low but the political or reputational risk is high for them, help them discover the solution themselves. |
The Socratic Method:
Instead of: "We should implement this new system"
Try: "What would need to be true for us to improve our current results by 20%?" |
The Guided Discovery Process: |
Ask about their goals: "What would success look like in this area?" Explore current limitations: "What's preventing us from achieving that?" Introduce possibilities: "What if there was a way to..." Let them connect the dots: "How do you think that might work here?"
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The Collaborative Frame: |
I've been thinking about the challenge you mentioned with [PROBLEM]. What if we explored [SOLUTION] together? I'd love your perspective on how it might work in our environment.
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Quadrant 3: High Cost + Low Risk to Them |
Strategy: Build an Influential Coalition |
When you're asking for significant resources but they don't bear the risk of failure, you need allies who can influence the decision. |
Identify the Influence Network: |
Who do they trust for advice? Who has successfully driven similar changes? Who would benefit most from this change? Who has the most credibility on this topic?
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The Influence Mapping Exercise: |
Decision Maker: [NAME] Key Influencers: [LIST] For each influencer: - What's their relationship to the decision maker? - What would motivate them to support this change? - What concerns might they have? - How can I help them see the value?
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Quadrant 4: High Cost + High Risk to Them |
Strategy: Ask Forgiveness, Not Permission |
When both the cost and risk are high for them, sometimes the best approach is to create success first and seek approval second. |
When to Use This Strategy: |
You have the resources and authority to act independently The cost of delay exceeds the cost of potential conflict The change is clearly beneficial but politically difficult You can demonstrate results quickly
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This also applies when you're willing to exit the game if nothing changes. |
The Forgiveness Framework: |
Act within your authority: Use all the discretion you have Document everything: Track results, decisions, and outcomes Prepare your case: Be ready to explain and defend your decisions Risk Wisely: Never make a bet so big you can't survive losing it
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The Results Presentation: |
I took the initiative to test [APPROACH] because [BUSINESS REASON]. Here are the results: [SPECIFIC OUTCOMES]. Based on this success, I recommend we [NEXT STEPS].
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The Rigorous Case Framework |
When you need to make an airtight argument upfront, use this structure: |
The Problem Statement |
What specific problem are we solving? What's the cost of not solving it? Why is this problem getting worse over time?
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The Solution Overview |
What exactly are we proposing? How does this solve the stated problem? What evidence supports this approach?
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The Implementation Plan |
What are the specific steps? What resources are required? What's the timeline? How do we measure success?
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The Risk Mitigation |
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The Business Case |
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Common Resistance Patterns and Responses |
"It's too risky." |
Response: "What's riskier, trying something new with a clear plan and success metrics, or continuing with an approach that's producing declining results?" |
"We don't have time." |
Response: "How much time are we currently spending on [PROBLEM THIS SOLVES]? This investment will save us time in the long run." |
"It's not in the budget." |
Response: "Let's look at the cost of not doing this. Based on [SPECIFIC DATA], we're losing $X annually. This pays for itself in [TIMEFRAME]." |
"Our situation is different." |
Response: "You're right that we have unique aspects. That's why I've adapted this approach specifically for our context. Here's how..." |
"Let's just wait and see." |
Response: "What additional information would help you feel confident about moving forward? And what's the cost of waiting while our competitors act?" |
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Just One Step |
Pick one change initiative you've been struggling to advance. |
Apply the Change Strategy Matrix: |
Assess the situation: What quadrant does your key stakeholder fall into? Choose your strategy: Experiment, collaborate, build a coalition, or act independently? Prepare your approach: What specific tactics will you use? Take action: Commit to one specific conversation or one small experiment.
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Remember:
The goal isn't to eliminate all resistance.
It's to find the path of least resistance to the greatest impact. |
Because "we've always done it that way" isn't a reason.
It's an excuse. |
And in a world that's changing faster than ever, excuses are more expensive than experiments. |
Yes, change is risky.
But standing still is riskier. |
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Thank you for reading. Appreciate you! |
Dave |
| | | | Ways To Work With Us | MGMT Fundamentals - Eight one-hour sessions over two weeks starting on September 9 at 12:00 PM ET. Perfect for managers with 0-3 years of experience who want to quickly build the skills and systems to lead their team effectively from Day 1. | MGMT Accelerator - Eight 90-minute sessions over four weeks plus 3 group coaching sessions starting on October 7 at 11:00 AM ET. Perfect for experienced leaders with 3-10 years of experience who want to refine their systems to deliver more impact and level up as a leader. | 1:1 Executive Coaching - My sweet spot is solving real problems while helping leaders build their management OS. Email me to setup an intro call. | Customized Leadership Programs - Bring our MGMT Accelerator or MGMT Fundamentals in-house for a tailored, intensive workshop. Ideal for 15+ leaders. | Speaking - We're now booking keynotes for Fall of 2025. Hit reply on this note, and we can set up a time to discuss topics and pricing. | MGMT Playbook - If you're here because someone forwarded this email, please subscribe before you leave. | |
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