The pressure of sameness

The pressure to conform feels relentless for many organisations. The same approach to meetings. The same safe decisions. The same reluctance to challenge the status quo. The same practices that they’ve used for years.

Leaders will call it ‘alignment’ or ‘culture fit’ when often it’s just safety dressed up as professionalism.

The irony is that organisations who encourage sameness become invisible. When you follow the herd, you eventually become part of it. Then they wonder why competitors are able to attract more talented people, achieve better results or evolve more easily to meet future demand.

Real competitive advantage comes from people brave enough to disagree and do things differently. To question. To suggest the uncomfortable idea and then interrogate how it could work. To make time for creativity and to reject the cultural norms that hold their competitors back.

I understand, sameness feels safe. But safety is often the riskiest strategy of all.