Anytime I get a group of adults acting like kids, I know we’re on the verge of something good. There’s laughter, surprise, and usually a moment of awkward hesitation—because play isn’t something most professionals are used to doing at work. But tapping into that spirit is one of the fastest ways to get people thinking differently about challenges and opportunities.
When people engage in activities they associate with play, their minds open up. Patterns get disrupted, and new insights emerge—almost like magic.
One of my go-to tools for this is a big pile of Lego. In workshops, I invite people—individually and in groups—to build something in response to a simple, open-ended prompt. No instructions. No pictures. Just build.
And many people struggle at first. They’re uncomfortable with freedom. They want order, guidance—clarity.
- “How many pieces should I use?”
- “Should it be realistic?”
- “Can you just show me an example?”
When I gently refuse to answer, I usually get a few nervous chuckles and a few exasperated gasps. As if to say,
- “You expect us to just make stuff up?”
- “Where are the pictures?”
- “Where’s the step-by-step instructions?”
With this, I provide just two constraints—limited time to build and everyone will display their work for everyone else to see — something shifts. They start building. Discomfort turns into creativity.
And that’s the point.
Why This Matters for Leaders
Leadership today often feels like being handed a random bin of pieces and told to build something meaningful—fast. The shape of success is vague. The resources are mismatched. And the clock is ticking. This is the environment leaders operate in. So the question becomes:
🤔 How do we help leaders develop the mindset and capability to lead through ambiguity—and still deliver results?
Where to Start
1. Start Early. Maintain Space.
The earlier we cultivate flexibility in our leaders, the better. Unfortunately, many organizations default to highly structured onboarding and development systems—which makes sense for consistency and efficiency.
But over time, this can backfire. When those same leaders face complexity later, they’re stuck waiting for instructions that won’t come.
Creating space early—small, safe environments where leaders can build and problem-solve without a script—develops their ability to lead through complexity later.
“The best time to plant a tree was 20 years ago. The second-best time is now.”
It’s not too late to start.
2. Design Microclimates for Growth
Not every team needs ambiguity. (We don’t need improvisation in accounting!) But some functions do benefit from ambiguity. Consider which areas of your organization need structured stability—and where freedom to build is essential.
Think in continuums, not binaries.
🤔 Can you design spaces with just enough freedom for people to create their own structures?
Done well, it’s not chaos—it’s innovation.
3. Be Intentional About Your Role
As a leader, your stance matters. Are you leaning too far into structure, or letting ambiguity drift too far? Your role isn’t to choose one side. It’s to navigate the tension between the two on an ongoing basis based on what your organization needs right now, and what they will need in the future.
Leadership development requires both: stability and disequilibrium. Support and stretch. Instructions and freedom.
Want to Develop Leaders Who Thrive in Complexity?
We help organizations like yours create environments where leaders grow into builders—not just followers of plans. If this resonates, let’s talk.
👉 Book a free discovery call to explore how we can support your leadership development efforts.
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Written by: Steve Longan, Director of Coach Training Programs
