The Danger of ‘Fine’
I personally dislike the word ‘fine’; it’s useful when one wants to provide a superficial response and signal a desire not to go deeper (a polite back off). When used to describe the state of affairs of an organization, it typically means that things are actually pretty bad, but we’d rather not acknowledge it. The word fine, is actually an insidious form of organizational denial, signalling that there are known issues – dysfunctional leadership, chronic high turnover, or pervasive low morale – but they’re being ignored because they haven't escalated into a five-alarm crisis… yet.
Why do organizations allow themselves to wallow in dysfunctional purgatory? It’s often a combination of normalized dysfunction with a healthy dose of fear. While leaders are fearful of exploring difficult issues and rocking the boat, the truth is that it’s often more pervasive: the dysfunction has gone on so long that it has been normalized. “Fine” makes it easier to ignore friction points and maintain the illusion that things are "good enough" rather than face the work required to make things great.
Leadership: A Verb Not a Noun
The transition from fine to thriving is challenging but achievable. The answers needed for real change already exist within the organization, but it requires self-aware leadership willing to drive the process by asking difficult questions and confronting uncomfortable truths. None of this work is mystical or abstract – it requires action, as the old saying goes: leadership is a verb, not a noun.
This work can’t be delegated. All too often, organizations place the burden of solving problems and fixing morale on employees or middle management. As the adage warns, "The fish rots from the head." Delegating this work ignores the reality that the culture and norms are set by example – what are leaders doing and how are they behaving? Any dysfunction and lack of integrity at the leadership level inevitably become the default culture and accepted norms of the entire organization.
If you’re in a leadership position, your role demands that you lead the charge. This means showing up with integrity, listening with vulnerability, and committing to growth. Only then will the shift from a culture of ‘fine’ to a culture where people genuinely thrive (not just survive) begin to spread throughout the company. And if leadership isn't willing to look in the mirror? The culture has already given you its answer. The question isn't whether change is needed; it's whether those at the top have the courage and will to lead it. And if the culture won't move? That's your answer too. Leaders who want to grow deserve environments that match their ambition.
Action for Leaders: Get help. Show up. Reflect. Excavate the truth. Listen. Learn. Grow. Lead