Sometimes, you have to put logic in a box.

Those I work with have heard me say this on many an occasion. Whether it is an externally imposed bureaucratic rule that makes no sense from a practical standpoint or a crazy-sounding idea about how an organization can dramatically increase its impact, there are times when relying on a logical assessment only leads to frustration and/or limits forward progress.

If it is an illogical externally imposed rule, trying to use logic to explain it to others is akin to one of those wind-up toys that continue to run into the wall again and again and again. Is that really the best use of your energy? As long as the rule is simply illogical and frustrating, (i.e. not irreparably harmful) then the best course of action may be to simply to acknowledge to your staff, “You’re right. It makes no sense from where we are sitting. And it is a step we have to take to accomplish our ultimate goal.” And then move on. Sure, you can try to change the external regulation if you are compelled to do so. You simply need to ask if that is the best use of your time or that of one of your staff members. Sometimes the answer will be yes. But if the answer is no, then quit banging into the wall. Put logic in a box, pivot right or left and move on.

Then there are those crazy-sounding ideas. Love those. The problem with logic in these situations is that imposing it too early and too rigidly in the process is like throwing a bucket of cold water on kindling that is just starting to take off. You can logically plan your way to incremental improvements. Breakthrough ideas are the result of aspirational (one might even say illogical) goals and the messy process of trial and error, the what-ifs and what-abouts, the rabbit trails and side roads. Please don’t hear me say that logic does not have a role to play in such efforts. It is critical that any aspirational strategy ultimately pass the logic test . . . but crazy ideas will never have the chance to if you don’t put logic in a box at the outset.

Managing that creative tension — the paradox between experimentation and performance, improvisation, and structure, between possibility and logic — is the job of the leader. Because most leaders are wired, and rewarded, for results, sometimes the best way to make sure we don’t settle for less than we could achieve is to, at least for a bit, put logic in a box.