The question today is this. Is bigger always better? In zucchini, the answer is a resounding no. In business, the answer is a bit more nuanced, but bigger is certainly not always better.

As leaders, we routinely fall into what I like to call the growth trap. The growth trap shows up in various forms, but it can be a huge morale killer and represent significant risk to the business.

This week, I’d like to drill a bit deeper into the benefits of diversity versus uniformity and a key trap leaders can easily fall into. We’ll call it the expectations trap. Just as leaders can be tempted to reduce friction and drag with a homogeneous “Team Yes” by hiring people who look and think like they do, it’s also easy to project expectations for dedication, effort, productivity, engagement, and results onto others.

Applied in a business context, a team that possesses a strong sense of balance performs well under pressure and is not buffeted nearly as violently by the winds of change and external competitive pressures compared to a team that lacks a keen sense of balance. But what does balance look like in business?

Requiring everyone to sit next to each other in a physical space will not drive an enlightened corporate culture—giving individuals and teams meaningful work and a sense of purpose is what matters.

Every employee of every company in the world is involved in value creation and impacts one or more value streams either directly or indirectly. Unnecessary complexity, over-engineered processes, extraneous approvals, and myriad other blockers impede flow and therefore constrain value addition to any process.

Ever hear someone say “Trust me,” or “To Be Honest With You…?” These are phrases that some of us say out of habit and I believe we should actively work to jettison them from our vocabulary. 

When I hear someone repeat one of these phrases, the first thing that comes to mind is: “so are you lying to me the rest of the time?” My ability to trust individuals who overuse these phrases is challenged, and in a workplace where balancing trust with accountability is paramount, we don’t need to be injecting language into conversations that immediately makes us question the veracity of what our colleagues say.