top of page

Legacy or Limitation? The Leadership Danger of "We've Always Done It This Way"

I once heard a simple story that stuck with me, not because it was profound, but because it was painfully familiar in the context of leadership and business.

A young woman was preparing a roast and cut off the ends before placing it in the pan. When her husband asked why, she said, “That’s how my mom did it.”So she asked her mom. Her mom said, “That’s how your grandmother did it.”Finally, they called Grandma, who laughed and said, “I only did that because my pan was too small.”

That story might sound harmless until you realize how many decisions in your organization happen the same way.

“That’s just how we’ve always done it.”

It’s a sentence I’ve heard in the Army. In corporate America. In leadership circles. In boardrooms. It’s also where innovation dies.

When Tradition Becomes a Trap

Let me be clear: I value tradition. I’ve led teams around the world, in combat zones and conference rooms, and I’ve seen how tradition can unify people around a common identity.

But there’s a difference between tradition and stagnation.

In one unit I served with, there was an unspoken rule that officers didn’t wear mustaches, even though the Army regulation never made that distinction. It wasn’t a written policy; it was just a tradition. The problem? No one knew why it started. And no one thought to challenge it.

That’s the danger. When you confuse preference with policy, habit with discipline, you stop asking the most critical leadership question of all:

“Is this still right for our people, our mission, and our future?”

Five Ways to Break the “We’ve Always Done It” Cycle

Here’s how real leaders prevent tradition from becoming a trap:

1. Encourage Constructive Dissent

Create a culture where your team can challenge the status quo. If no one on your team ever disagrees with you, you’re not leading, you’re dictating. But make it clear: complaints without alternatives aren’t solutions, they are just complaints.

2. Use After Action Reviews (AARs)

Military or not, the AAR model works. After every project, strip away ego and ask:

  • What was the goal?

  • What happened?

  • What went well?

  • What didn’t, and why?

  • What are we doing differently next time?

If your organization isn’t making space for reflection, don’t be surprised when it repeats the same mistakes.

3. Rotate Leadership Perspectives

Bring in fresh eyes. Let leaders from other departments, offices, or units review your team. They’ll spot blind spots you’ve stopped seeing, because proximity can dull perception.

And here’s the truth: relationships matter. If people don’t want to see you get better, they won’t help you get better. Feedback flows where trust lives.

4. Reward Innovation, Not Just Output

Most teams only reward results. But innovation lives in effort. Highlight the courage to try new things, not just safe wins. Your team will rise to whatever you celebrate.

5. Expose Your Leaders to the Outside

Send your people to industry events, site visits, or mastermind groups. Make them report back on what they learned and how it applies. External exposure sparks internal growth.

Legacy or Limitation?

Tradition doesn’t outrank truth.Real leaders don’t hide behind “how we’ve always done it.”They ask if that way still serves the mission, the people, and the future.

If you’re protecting a process that exists only because it always has, it’s time to take a closer look.

Because the true mark of leadership isn’t how well you preserve the past.It’s how boldly you prepare your people for what’s next.

If this resonates with you or your organization, share it. And if your team is stuck defending legacy systems that need a fresh perspective, let’s talk. I speak to leaders and teams ready to grow beyond the past and lead into what’s next. gdarchbold@gmail.com or gregoryarchbold.com

 

 
 
 

Comments

bottom of page