This is a reprint of an article originally published in Forbes as part of Jonathan Wagner’s TRUSTED DISRUPTION series.
Stability is often treated as a virtue in boardrooms—something to strive for, protect and reward. But too often, it’s just fear with a better PR team. It looks like control, predictability and low risk. But behind the scenes, it’s quietly killing progress.
While sticking to what’s familiar often feels like a strength, it can slowly turn into a reluctance to move at all. Leaders cling to old playbooks like they’re shields against failure, but let’s call it what it is: stuck.
Most companies don’t fall behind because they made a reckless move. They fall behind because they waited too long to make any move. This can lead to missed opportunities, stalled growth and fading employee morale. But under the surface, there’s an even greater issue: fear of change, of being wrong and of letting go of what you know and what you’re good at. And in this hesitation, companies lose ground.
WHEN WHAT’S FAMILIAR BECOMES RISKY
It’s easy to understand why companies hang on to what they know. Stability and stagnation can look like success—steady numbers, repeatable processes, a team that operates like a well-oiled machine—but over time, that comfort may no longer be the best option, just the known option.
This is not a new phenomenon in my industry of telecommunications, where countless platforms have long passed their prime, customer experiences have remained unchanged for years and organizational structures no longer align with the core strategy. And, even worse, everyone knows that change is overdue, but nobody wants to be the one to push the first domino. This is the real danger of the status quo. It gives leaders the cover to delay hard decisions, punt transformation down the road and avoid discomfort in the name of “not rocking the boat.” Legacy doesn’t mean loyal; it means late.
However, if I know anything to be true, it’s that comfort doesn’t drive progress. This mindset bleeds into the culture, innovation stops, people disengage and companies fail. Ultimately, playing it safe becomes the biggest risk of all.
THE CASE FOR TRUSTED DISRUPTION
So how do you shake things up without feeling like you’re tearing everything down? How do you drive bold change without losing the trust of employees and stakeholders? You lead with Trusted Disruption, a mindset that challenges what’s broken while still reinforcing what matters. It’s not about ego-driven reinvention or change for the sake of headlines. You don’t need a revolution. You need momentum with meaning.
Here’s what that looks like in practice. First, be ruthlessly honest about what’s not working. That means gathering input from all corners of the business and listening without defensiveness. Friction points don’t fix themselves, and it’s the leader’s job to surface them and name them clearly.
Then, instead of pushing change top-down, build coalitions inside your company. Identify what areas and teams can be early adopters and natural influencers. Give them a seat at the table too, because when people help shape a decision, they’re far more likely to rally behind it.
Lastly, don’t wait to have all the answers before you start communicating. Share the why, show the path and admit what’s still a work in progress. And when possible, show change in action. Run pilots, sunset small systems and test ideas with real customers (ideally, ones you have good relationships with).
Trusted Disruption isn’t about getting everyone to agree; it’s about giving them the respect, context and clarity they deserve, and inviting them to come along for the ride.
NO SUCH THING AS NEUTRAL
The hard truth is that the companies that survive the next decade won’t be the ones that avoid risk. They’ll be the ones that recognize that inaction is a risk and that “business as usual” is anything but. Yes, letting go of the status quo takes nerve, empathy and a willingness to trade certainty for possibility. But the alternative of staying stuck is far worse. Playing it safe isn’t safe; it’s just slow failure with a nicer view.
Trusted Disruption gives leaders a way to move forward without leaving trust behind. It doesn’t guarantee comfort, but it does create clarity, and that’s what unlocks the real momentum. So, if you find yourself defending the way things are simply because it’s the way things have always been, it’s time to ask a harder question: Are you protecting the business or just your comfort? Comfort is expensive, and the price keeps going up.
