Minutes before I showed up to yoga, the studio reached capacity for the class I planned to take.
By the time I climbed the steps to check in, 37 people were sardined into one of the studio’s smallest rooms, while about 15 luxuriated in the largest, which easily holds 60. While numbers aren’t my strong suit, even I knew this was messed up.
Setting aside the waste of time, energy and gasoline, plus how much I needed to decompress, my biggest disappointment came from the staff’s complacency. As the young women behind the desk saw it, they could only apologize.
Yes, the solution was obvious: switch rooms. But they didn’t have authorization from their superiors. As though it were open-heart surgery.
So they stayed afraid of a small, calculated gamble because it could get them fired.
What if it did? Then, for the rest of their professional lives they’ll tell the story of The Day of the Low-Risk Experiment. That endangered no one. That cost nothing. That in fact earned the company money. Tiny tests like these push people forward, companies further and perceived boundaries outward.
No one wants to admit it, but we've all acted like those young women at some point. We’ve all waited on approval instead of working around a “policy” and relied on higher-ups rather than challenging ourselves to invent a solution.
The thing is, fear and limitation are best friends. Always hand in hand, they collude and reinforce their safe, boring goals.
Accept their presence. Embrace it, even. Then ignore it. And ask, what can I solve instead of perpetuate?
Dare. Test. Theorize, then execute.
Sure, our risks might fail. But what about the failure of not risking?
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