Patti Cotton

Executive Coach & Career Strategist

change

Chesterton’s Fence: Why Change Is Not Always the Answer

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Chesterton’s Fence: Why Change Is Not Always the Answer
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As a business leader, it’s tempting to charge in, identify what looks like inefficiency, and implement changes to make your mark.

The impulse to prove yourself as a decisive and innovative leader often pushes you toward altering systems and structures right out of the gate. But what if, in your rush to change things, you’re actually dismantling something valuable—something you don’t yet fully understand?

That’s where Chesterton’s Fence comes in. It’s a concept every leader should consider before rushing to make changes. This principle, though seemingly simple, can save organizations from unnecessary upheaval and wasted effort. It encourages leaders to pause and ask the crucial question: Why is this here in the first place?

What is Chesterton’s Fence?

G.K. Chesterton, a British philosopher, once said, “Don’t ever take down a fence until you know the reason it was put up.”

This simple idea has profound implications for leadership. In essence, it means that before you change or eliminate something, you need to understand why it exists.

In business, Chesterton’s Fence represents the established processes, policies, and structures that might seem outdated or ineffective at first glance. But the problem is, leaders often fail to ask why these systems were put in place before dismantling them. This is a critical error.

The fence may be preventing problems you can’t see yet. It might be there for reasons tied to legal compliance, institutional knowledge, or operational efficiency. Only when you’ve fully grasped the original purpose can you wisely decide if it should stay or go. Otherwise, you might make things worse by pulling down something essential.

The Leadership Trap: The Impulse for Change

If you’re a leader, particularly a new one, the pressure to change things is enormous. You feel the need to make an impact, to modernize, optimize, and demonstrate your leadership. And while that impulse is understandable, it’s also dangerous.

Leaders often think, “If it isn’t new, it must not be good enough.” But not every existing process is broken. Not every policy is outdated. What’s worse, making changes too quickly without understanding the system can lead to unintended consequences.

Take a common scenario: a new leader walks into an organization and immediately restructures teams, implements new technologies, and overhauls company policies. Sure, they’ve made their mark, but have they made things better? Often, these changes lead to confusion, frustration, and even a drop in morale. Why? Because these leaders didn’t take the time to understand why things were the way they were before they decided to “fix” them.

Change isn’t inherently bad. In fact, in some cases, it’s essential. But change for change’s sake can destroy what’s working and replace it with something worse.

The Dangers of Impulsive Change

Here are a couple of examples that illustrate what happens when leaders jump into change without understanding the reasons behind existing structures.

Case Study 1: A Policy Change That Backfired

I worked with a company years ago that decided to scrap a long-standing policy because it seemed old-fashioned. On the surface, the policy appeared unnecessary and restrictive. But what the new leadership didn’t realize was that the policy protected the company from legal exposure. By removing it without understanding its purpose, the company exposed itself to costly legal risks and took a huge financial hit.

Case Study 2: A Team Restructure Gone Wrong

In another instance, I was called to work with a newly appointed executive who had decided to reorganize a well-functioning team to streamline operations. However, the team’s original structure was designed with specific interpersonal dynamics and skill sets in mind. The hasty restructure disrupted those dynamics, and the team’s productivity plummeted. What appeared to be inefficiency was actually the key to their success, and it took months to rebuild the lost synergy. Trust was lost, and we took some time in rebuilding it.

In both cases, the leaders acted with good intentions, but their failure to apply Chesterton’s Fence led to negative outcomes. By failing to understand the “fences” they were tearing down, they caused more problems than they solved.

Applying Chesterton’s Fence in Your Business

So, how do you apply Chesterton’s Fence as a business leader? How do you avoid the trap of changing things that don’t need to be changed?

Here are three practical steps:

  1. Investigate Before You Act

Before you make any change, ask yourself (and others) some basic questions: Why is this process or system in place? What problem was it originally designed to solve? Too often, leaders assume they know the answers without digging deeper. Your due diligence should prompt you to go beyond surface-level assumptions.

Take the time to talk to long-standing employees who have insight into why certain policies or structures exist. Look at historical performance data—what do the numbers say? By understanding the purpose behind the existing system, you’ll be better equipped to decide whether it’s really broken.

  1. Identify What’s Working

As leaders, we tend to focus on fixing what’s broken. But sometimes, the most important question to ask is: What’s already working? There may be processes, teams, or systems in your organization that are performing better than you realize.

Resist the urge to assume that newer is always better. Yes, innovation is important, but it’s not a virtue in and of itself. There’s real value in preserving the things that are effective. The grass isn’t always greener on the other side; sometimes, it’s greener right where you are.

  1. Make Incremental, Informed Changes

Once you’ve done your homework, consider making changes incrementally. Instead of tearing down the fence altogether, start by adjusting one section of it. Test new ideas in one department before rolling them out company-wide. Small, informed adjustments allow you to assess the impact without creating unnecessary disruption.

Pilot programs and incremental changes are a great way to innovate while respecting the structures that have served your organization well. It gives you the chance to correct course if things don’t go as planned.

When Change is Necessary

Of course, there are times when change is essential. Some processes are clearly outdated, some technologies truly need to be updated, and some systems are obviously inefficient. In those cases, by all means, take the fence down. But even then, do it thoughtfully, with a clear understanding of what you’re replacing and why.

Balance is key here. As a leader, you need to discern between necessary evolution and impulsive change. When you change, root it in data and a clear understanding of the organization’s current state.

Conclusion: Change Isn’t Always the Answer

Chesterton’s Fence offers business leaders a powerful lesson: before you change anything, understand why it exists. Sometimes, the best thing you can do is nothing at all—especially if the existing structures are working better than you realize. Effective leadership isn’t about changing everything you touch; it’s about making the right changes, at the right time, for the right reasons.

The next time you feel the urge to tear down a “fence,” take a moment to ask yourself why it was put there in the first place. You might be surprised at what you discover.

© Patti Cotton and patticotton.com. All rights reserved. Unauthorized use and/or duplication of this material without express written permission from the author is strictly prohibited. Excerpts and links may be used, provided that attribution is made to Patti Cotton and patticotton.com, with links thereto.

Combating Decision Fatigue: Empowering Executives to Make Better Choices

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Combating Decision Fatigue: Empowering Executives to Make Better Choices
Image Credit: Depositphotos

Imagine Jane (a real situation, but fictitious name), a senior executive at a fast-growing tech company. Jane is brilliant, driven, and deeply committed to her role; and her leadership has helped the company outperform its two main competitors.

When I met her, however, Jane was feeling overwhelmed.

“Every day presents a relentless stream of decisions, both big and small. Honestly, it feels harder and harder to keep up. I’m mentally exhausted.”

What Jane was experiencing is decision fatigue, a common challenge for leaders like her, who oversee a volatile and dynamic environment.

Decision fatigue occurs when the quality of our decisions declines after an extended period of decision-making. For someone in Jane’s position, the constant need to make high-stakes decisions, coupled with managing complex issues, exacerbates this phenomenon.

Factors contributing to decision fatigue most often include the following:

  • Volume of Decisions – Jane faced an endless array of decisions daily, from strategic directions to operational details.
  • High-Stakes Nature – Each decision carries significant consequences, adding immense pressure.
  • Lack of Rest – Jane rarely took breaks, leading to mental exhaustion and diminished cognitive function.

Effect on the Team

As I talked with members of Jane’s team, it was clear that they were eager to support her and at the same time, concerned with how her leadership was taking a turn.

“She always seems tired, and when I present her with an issue, she seems to struggle to think clearly,” said one.

“True,’ said another. “She was quick to make choices that are straightforward, but they seem overwhelming, now.”

All agreed that Jane now became easily frustrated over minor issues. “I’m not even sure when to bring things to her attention,” said a third. “I’m starting to lose confidence in our ability to pull things off.”

It was clear that decision fatigue didn’t just affect Jane—it rippled through her leadership and organization, as it always does.

  • Jane experienced decreased productivity and heightened stress, edging towards burnout.
  • Jane’s impaired judgment and indecisiveness undermined her leadership effectiveness.
  • Her team’s morale and performance suffered, as they lost confidence in her decision-making.
  • This decline was starting to impact the company’s overall performance.

Internal Shifts and External Changes

To address decision fatigue, Jane had to make both internal shifts and external changes.

First, Jane had to recognize the real problem.

She initially perceived that she was simply overwhelmed by the volume of decisions. However, the real issue lay in her lack of effective decision-making strategies and self-care practices. Without these, the cognitive load became unmanageable.

Jane’s inner shifts included prioritizing self-care and mental health with regular exercise, enough sleep, and mindfulness and stress management techniques. This helped to recalibrate her nervous system and scattered thinking, and to replace this with a solid sense of calm and the ability to focus well.

She also needed to create a decision-making framework to simplify her process by categorizing decisions and delegating lower-stake choices.

These were simple shifts, but they required initiating new habits. As we worked on these, we also worked on some key external changes, including reviewing where Jane needed to delegate decision-making and how she might develop the trust to do so.

We also worked with her team to implement structured decision-making processes to ensure consistency.

And finally, Jane acknowledged that regular breaks and time off would be vital to helping her recharge. She recognized that this would be important for her team, as well, and they came to a mutual decision to implement this team wide.

What did this ultimately do for Jane and her company?

As I shared in the beginning, today, Jane’s company is out in front of her two main competitors with the lion’s share of the market. After establishing norms for decision-making, along with mental health and self-care, she was able to focus on developing a supportive work environment and to lead in the way that only someone in her role could.

What does this mean for you?

Jane’s story illustrates how decision fatigue can affect even the most capable leaders. By understanding its causes and impacts, and taking proactive steps to mitigate its effects, executives can enhance their decision-making capabilities.

Implementing both internal shifts, such as self-care and mindfulness, and external changes, like effective delegation and structured processes, can empower them to lead more effectively. This not only improves their well-being but also ensures their teams and organizations thrive.

© Patti Cotton and patticotton.com. All rights reserved. Unauthorized use and/or duplication of this material without express written permission from the author is strictly prohibited. Excerpts and links may be used, provided that attribution is made to Patti Cotton and patticotton.com, with links thereto.

How Do You Sustain Necessary Change?

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How Do You Sustain Necessary Change?
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You’ve made the changes. You have your business imperative in hand to keep you focused. You’ve aligned and coordinated your executive team around this business imperative. You’ve had some tough conversations to clear the air (and the plates), and you’ve identified the leadership behaviors necessary to support your team in making this happen.

But your team is scared. Or worse, they are at a point where they don’t trust this will work.

Michael, a well-respected CEO, had just led his executive team through these same steps. He was sick and tired of being in the weeds, feeling as though the company wasn’t meeting its business potential.

But his team was scared.

Sandra, his VP of marketing, spoke up. “We’ve gone through the exercise one too many times, and the changes sound great. We start out strong, then fizzle out. The changes we try to make don’t stick. I can’t even muster up the courage to try, this time.”

“Frankly, I’m skeptical, too” said Max, the COO. “We’ve tried and died quite a bit.”

“Patti,” Michael turned to me, “I may as well pack it up. If the team won’t commit, we aren’t going to make any progress.”

“Team,” I said, “Hold tight. There’s a last critical step in the process that ensures that you stay on the path. Most companies miss this step – and it makes all the difference.”

“I’m all ears,” said Candace, the CFO. “Because if this doesn’t work, I’m not sure I can retrieve any muster to move forward. At all.”

The room was quiet for a moment.

“I understand,” I said. “Change is hard. And unless we approach it in a way that supports its success, the discouragement is overwhelming. But hang on, please. Your track record is about to change.”

What did we do?

We created a system of accountability to hold the changes firmly in place. Because a change, no matter how big or small, requires a supportive system to allow it to become the norm.

And here’s how we did it for Michael’s team.

“Team,” I said, “You have taken the first 4 of 5 steps to make this work. Michael has created the company’s business imperative to set the direction (see Article 1 in this series). He has worked with you all to create and align your own business imperatives to support the larger one (see Article 2 in this series). You’ve surfaced some critical conversations that needed to be addressed in order to move forward (see Article 3 in this series). And you have identified how you need to work as a team in order to reach these goals (see Article 4 in this series). Now, it’s time for step 5: putting a system in place to keep you all on the path as you move into greater excellence.”

“I’m all ears, Patti,” said Candace. The others nodded.

“We are going to ask ourselves five questions as we review your goals and the changes you have identified that you need to make,” I said. “This will help us to create a system to hold the process – and ourselves – accountable. It will help us stay on track.”

Question 1: What are we measuring?

We worked to identify what we needed to measure in order to know that we were on the right path and moving at the right pace. What would we look for that measured success? We broke it down by quarter, and then by month, so we could course-correct in a timely manner if something was not working.

Question 2: Who needs to know?

We then identified key stakeholders for each initiative. Even though the team knew who was in charge of what, they did not always communicate to others who might be affected by the work. The team also identified how and when the stakeholders would communicate with each other and built this into their regular meeting agendas. Michael would review each team member’s progress for their area during their 1:1 meetings.

Question 3: How do we check on progress?

Michael took charge of this and built into the executive team’s monthly agenda discussion time to review the team’s alignment and coordination as they worked on goals. What was working? What needed refining or redirecting? The team looked at other feedback loop opportunities to make sure they could tap into needed information at any time.

Question 4: How do we support upgraded leadership behaviors?

The team recognized that working together at a higher level required higher skill-building. They asked me to work with them individually to break through any roadblocks holding them back, and to help them step into more effective leadership behaviors.

Question 5: What are the conversations we need to have now?

We agreed that I would also meet once quarterly with the team to work with them on any trust issues, as well as critical conversations and needed relational skill-building. Without this fifth step, a team does well at best, but never reaches its peak performance.

I’m happy to report that Michael and his team made incredible progress company- and team-wise in that first 12 months. And so, we decided to repeat this for Year 2, knowing that things would only continue to reach new and exciting heights. It is Year 3 for them, and they have established themselves as a leader in their industry.

Where in the process I have described above do you and your team excel? Where do you need to put a system in place, or to strengthen this so that it works well for you?

© Patti Cotton and patticotton.com. All rights reserved. Unauthorized use and/or duplication of this material without express written permission from the author is strictly prohibited. Excerpts and links may be used, provided that attribution is made to Patti Cotton and patticotton.com, with links thereto.

Do Your Stakeholders Get in Your Way?

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Do Your Stakeholders Get in Your Way?
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It’s challenging to get things done, especially with the changes you need to make.

Removing obstacles isn’t easy. But when roadblocks turn out to be the people who actually need to help you move forward, this can defeat even the best of initiatives.

Are your stakeholders aligned? Or are they just getting in your way?

“I’m ready to fire two of my key people,” said Jan. “They are the main holdup with the changes we need to make. If we don’t move on these, we will lose out on opportunity – and on the credibility we need with our board.”

“How are they showing resistance?” I asked.

“They began by talking to other team members on the side and pointing out what they saw as shortcomings in the plan. I’ve addressed this with them, but they still show reluctance to climb on board. I need their energy and I need their commitment.”

“What are you doing to bring them along in the process?” I asked.

“Bring them along? They were part of the visioning process. What else do I need to do?”

“If you are meeting with resistance, Jan, I’m curious about your process. As you worked together, did you allow for working through objections and considering various perspectives?”

“Patti, we don’t have time for that. I’ve got to push these initiatives through quickly. Otherwise, we will seriously jeopardize our financial health.”

“Well, if these two executives hold keys to moving forward, then you can’t do this without their support, Jan,” I responded. “Let’s take a look at how you can ignite them to action instead of dragging them behind you. If you don’t take the time to do that now, it sounds as if you won’t have a company to worry about.”

Jan shared that the company had lost significant market share during the first six months of the year due to the crisis. In order to remain financially healthy, Jan and the team had come up with a two-phase plan that would cut costs and generate greater revenue.

“When we discovered we could not recuperate quickly without making some big changes, we had to act quickly. We went offsite for a day, came up with a plan, and here we are,” said Jan. “These two executives are not alone in having to make changes.”

“Jan, may I share some perspective, here?” I asked.

“Anything – if it will move us along,” she said.

“Jan, these two executives are key to your success, right? That’s what you shared with me.”

“Yes,” Jan responded. “Without them, we can’t make some of the key pivots we need to make to recapture revenue.”

“Well, as we talk about the situation, I can hear your need to move quickly and your frustration. I can also hear that the support of your executives is paramount to succeeding.”

“Yes,” said Jan. “You are right. But where are you going with this?”

“Jan, your executive team members are key stakeholders. If you want to succeed well, we need to see how we can invite them to partner with you. Stakeholder alignment is key.”

“What would that mean?” asked Jan. “They realize that we need to take measures and act quickly. What do we do that we haven’t done?”

“In bringing stakeholders along, you must first see where they are with your ideas and what their concerns are,” I answered. “In this way, you would clarify what the gaps are and how to address them. But in your case, it sounds like you already know what the concerns are – at least, you are telling me that they are objecting and not aligning with your plan. Am I right?”

“Yes, I’m well aware of their concerns,” Jan said. “And I thought we addressed these in the meeting. It’s apparent to me now that we did not dig deep enough to surface more.”

“Jan, bringing stakeholders along is a process, not an item on a checklist,” I said. “You are right – a strategy meeting is just the beginning. Since you are aware of their objections, you can invite them to resolve these and align with you in one of two ways – your preference.

“You see, in order to bring people along, you actually have to be open to having your own mind changed – not just changing theirs. It’s not a matter of simply telling them what the plan is. It means being open to examining other perspectives and input. It means realizing that their thinking might make your thinking even better.”

Jan paused and sat back in her chair. “I’m listening.”

“You have a short timeline, Jan. It sounds like you need to get back in the room with everyone as a follow-up. Invite further involvement – ask for objectives and perspectives, giving them the end goal or transformation in mind. And let them work through it with you. Be sure you cover three things: (1) fears and concerns; (2) what’s in it for them; and (3) how the changes will make the company’s life better.

“You’ll find, Jan, that if you spend more time on this, you will recuperate time on the back end. Your stakeholders will have bought into the plan and will commit to it full force.”

I followed up with Jan six weeks later. She was pleased to report that the follow-up discussions had been powerful. She admitted changing her own mind on one of the ways to recapture revenue, and to seeing the value of pooling minds to come up with best solutions.

Do you recognize the importance of your stakeholders? Can you share the vision in a way that invites feedback and discussion? If you will devote the time to create such partnership, considering all perspectives and pooling best ideas, the results will be a win-win for the team and the entire organization.

© Patti Cotton and patticotton.com. All rights reserved. Unauthorized use and/or duplication of this material without express written permission from the author is strictly prohibited. Excerpts and links may be used, provided that attribution is made to Patti Cotton and patticotton.com, with links thereto.

Leading to Recovery While Managing Response

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Leading to Recovery While Managing Response
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Your full attention and energy have been called to manage the current crisis. By now, part or all of your workforce is working remotely. Your executive team is alternating “home days” with “office days” to meet social distancing edicts.

Your entire management team is working on ironing out the systems and protocols that need to help you deliver service to your customers during this critical time.

But are you leading to recovery while managing response? If you aren’t already examining how to reinvent yourself and your business to meet the “next normal,” you need to shift gears now.

This begins with vision.

If you can envision the new normal, you can already lay the groundwork to meet it. You certainly know who your customers are and what they need from you at present. But can you anticipate what will they need, once this crisis has passed? The ability to look ahead and project what is likely to happen with customer behaviors and desires will help you define the future of your business. Make sure you are careful to access resources to help you project this. Pool your energy and brain trust with a few other forward-thinking leaders on a regular basis to stay current and sharpen your abilities to anticipate.

Plotting a course for the future, now, is paramount.

This may seem challenging when you are dealing with a crisis, but it’s actually the only smart thing to do. Most organizations are drafting plans that allow them to return to “business as usual.” They are doomed to fail. There will be no returning to ways of operating that we have known in the past. Those who recover and thrive understand this and are seeking to reinvent.  This means that if you can respond to current demands in a way that also lays the groundwork for the envisioned future “normal,” you will have moved your organization ahead. Think about how regulatory and competitive environments in your industry may shift. Does this change your thinking around an action you might take so that you not only survive in the immediate, but you also pave the way to thrive?

You are positioned well right now to make change.

The fact is that managing change is never easy. But current conditions have placed the business world in a situation where all must take bold action and take it now. People are looking to make sense of today. They are seeking leaders who embody confidence and character, even if they don’t have all the answers yet. Employees are rallying to the cause as they work together in new ways to deliver service. Your customers are looking for the human part of your business presence and your support.

If you will look to the horizon toward anticipated and yet unseen vistas, while leading the organizational charge to move forward, your business will be primed to succeed.

The Clockwork of Excellent Leadership:   3 Essential Gears

What makes up excellent leadership? The essential components that go into leadership must all work together, or they begin to wear on one another and bring things to a stop. Learn how to keep them running like clockwork. Sign up to receive the  complimentary infographic.

© Patti Cotton and patticotton.com. All rights reserved. Unauthorized use and/or duplication of this material without express written permission from the author is strictly prohibited. Excerpts and links may be used, provided that attribution is made to Patti Cotton and patticotton.com, with links thereto.