Originally Published May 19, 2015
“They tried to bury us. They didn’t know we were seeds.” — Mexican Proverb
When I first read this quote, I felt it at a gut level . . . as in, I have experienced this and know its truth. I’m guessing most leaders who have led a major change initiative or championed an innovation effort also know the dank, dark feeling of being buried by those committed to the status quo, and also the inexplicable inner drive to nurture an idea until it takes root and breaks through to the surface. Seeds indeed.
In most cases, it’s not personal . . . those who would seek to bury us. Bureaucracies, and really most organizational hierarchies, are designed to maintain the status quo. Conformity is what makes such systems efficient and predictable. And to those for whom efficient and predictable are the goals, cloaking themselves in rules and processes feels safe, allowing them to be in control. Such a system works as long as the variables with which you work don’t change . . . as long as the winds never shift and there are no seeds trying to take root. I hear that happened once, back in 1953.
Once the keepers of the status quo come to the realization that seeds are sprouting up, a frequent response is to try to route the young vines through the established systems. “This is how we set rates, so send us your information in this format and we will consider it . . . (to which the seed responds) This new program doesn’t work that way, here is the cost . . . Sorry, we really want to access the service but we have no mechanism to accommodate that funding model.” At this point the seed can decide to become something it’s not, and usually wither and die in the process, or it can find another path that will allow it to flourish. In my experience, seeds will find a way. Sometimes they have to send out long shoots to work around deeply rooted vegetation in their path . . . or have you ever seen a flower spring forth amid the cracks in a slab of concrete? Seeds will find a way.
Systems and processes are a necessary part of organizational life . . . but if you are going to be successful, so is a willingness to nurture the seeds of new ideas whose time has come. That means not burying the crazy suggestion or the voice of dissention, even (and especially) if they come when you are already overwhelmed by the crisis du jour. You never know which of those might represent the seeds of your future success.
So how do know which ideas to nurture? It’s not about how easily it fits into some current structure, or adheres to someone else’s guidelines. It’s about furthering your mission — which may require an approach that no one has considered before. Viewed through the lens of mission, seeds of potential begin to stand out. It is your job as a leader to nurture those ideas — to keep them from being buried, or to help them break through to the surface if some external force has tried to stuff them underground.
If you don’t, someone else will. After all, seeds will find a way.