After more than 580 episodes of Remarkable TV, I found myself in a different spot—literally. For over 11 years, I’ve recorded these videos from the same studio. But today, I’m at my desk instead. Why? Because life and logistics made it necessary. But this small change sparked a big thought: When is different actually good?
This shift in my routine got me thinking about how easily we fall into patterns. We humans love consistency—it’s part of our comfort zone. And as leaders, we often cling to the familiar because it feels safe and efficient. Habits form. Processes solidify. The familiar becomes automatic.
But there’s a problem with that.
The Cost of Sameness
When we do things the same way every time, we risk becoming stagnant. Habits are helpful—until they become blinders. We stop questioning, stop learning, and stop seeing opportunities for improvement. We say, “This is how we’ve always done it,” and never ask if there’s a better way.
And let's be honest—different can be scary. Whether it’s leading a meeting in a new format, trying a new strategy, or recording a video outside your usual setup, different can feel uncomfortable. That discomfort is often our signpost that something meaningful might be on the other side.
The Benefits of Doing Things Differently
Here’s what I’ve found to be true about doing things differently:
- It helps us learn. If we always do what we’ve always done, we miss opportunities to grow. New methods teach us new things.
- It helps us adapt. In a world of rapid change and uncertainty, the ability to do things differently is a core leadership skill. Flexibility isn’t optional anymore—it's essential.
- It keeps us fresh. Trying something new can re-energize us. It offers a mental reset. Even something as simple as recording from a different room helped me see this video—and this message—in a new light.
- It gives us a fresh perspective. Physically changing your environment or mentally shifting your approach helps you see things in new ways. That awareness leads to better decisions and greater impact.
- It allows us to innovate and improve. Growth doesn't come from standing still. It comes from testing, iterating, and occasionally taking a risk.
Different as a Leadership Strategy
In my new book, Flexible Leadership, I talk a lot about how leaders must adapt their approach to lead effectively in changing conditions. That means getting out of autopilot. It means being intentional about stepping beyond your comfort zone—even when it’s uncomfortable.
Sometimes, different isn't just necessary—it’s a competitive advantage.
Lots of things point us to keep the status quo. While different can be hard and scary, it’s also where learning, innovation, and growth happen. Sometimes, we need to go for different.
Ask yourself: What’s one thing you can do differently this week to help you grow as a leader?
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