Diverging Roads. Sometimes learning what not to do is just as important as learning what to do.

This was yesterday’s view at the office. As I hiked, I came to where two paths diverged. And it was there that I thought about that favorite Robert Frost poem, “The Road Not Taken”. As Frost said,

“I shall be telling this with a sigh

Somewhere ages and ages hence:

Two roads diverged in a wood, and I—

I took the one less traveled by,

And that has made all the difference.”

And there I was telling myself those same words, just as Frost said would happen. I have been one to prefer to take the road less traveled throughout my life, professionally and personally. Has it made all the difference? I am not sure yet. Someone else can figure that out when they write my eulogy. What I am sure about is that life and our careers are all about choices, often when we are at a crossroad like in my photograph.

Early in my career, I was transferred to a new leader, something that obviously happens often in the corporate world. I was bummed about it, as the guy I was going to work for was a hot head. The boss I was leaving told me, “Do the opposite of what this guy does for the next two years and you’ll be successful enough to have his job.” He was somewhat correct in that there is sometimes as much to learn about what not to do from our leaders as there is from the good they may accomplish. You have to learn both, of course, to be truly successful. And hopefully, you have one that does more good than harm.

One of the key lessons I have learned (and now practice myself) when a new leader comes in and the end results are not what they could have been is that it often stems from the new person wanting to make a difference and change things for the better as they see fit as quickly as possible. Many times, a company or department does need change. New blood is good and we all need to be pushed forward and challenged at times.

However, the worst thing I have learned you can do as a new senior or executive leader is to come in and immediately start making changes before you take some time to actually sit with or meet with those truly on the front lines. You need to understand what is being done right, what could be improved, and where are there efficiencies to be gained. And most importantly, you must figure out the team’s pain points and where you can help. Don’t rely on people telling you these things or making assumptions from your past experience, which may or may not be applicable. Teams want to be successful and often there are reasons they have been held back. Take the time to see these first hand for yourself.

Yes, it takes time and can be tedious. Your mind will be tested. However, its impact on the morale and future motivation of your new team is invaluable and will mint you future success in the new organization and role. Please do not take a “bull in china shop” approach. While you may achieve quick change for the sake of change, you will disrupt the ecosystem of the existing culture and slow the potential for productive change that you really want. Despite what you may be predisposed to think, it’s not all weeds and you likely don’t have all the answers just yet. And that’s OK. You really can do both, be a positive change leader and maintain the healthy aspects of the existing culture.

So the next time your paths diverge and you start to head down your chosen new road, remember this lesson and put some of it to use. I promise you that you will be on the right path to being the type of leader who is remembered for having made all the difference versus having taught future leaders what not to do.