Because most of us were taught that good leadership looks like support. Presence. Patience. And those things are real — they matter enormously. But somewhere along the way, caring about people got tangled up with avoiding hard decisions. And that confusion is costing teams more than we admit.
Here’s what I’ve seen happen. A process stops delivering results, but dismantling it feels disruptive, so it stays. A role drifts from its original purpose, but the conversation feels too uncomfortable, so it continues. A habit at the leadership level stops serving the team, but changing it would mean acknowledging it was wrong — so it persists.
And the organization doesn’t collapse. It just quietly gets sicker.
In a previous newsletter, I wrote about our instinct to default to addition when something feels off — another tool, another initiative, another layer. Research from Nature confirms it: across more than 1,500 participants, people consistently overlooked subtractive solutions even when they were the better option. We’re wired to add. Subtraction requires intention.
The surgeon operates differently. They don’t add to avoid discomfort. They remove what doesn’t serve the whole — precisely, deliberately, and without making it about themselves.
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As Elena put it: “Look at the surgeon. They are not cruel. They are not focusing on themselves. They are focusing on doing their job right.” |
And when the work is done well — when health returns to the team, to the culture, to the people — she describes it simply as the best pleasure of the work.
That’s the reframe I want to offer you today.