How I Fixed My Runway Bandwagon

When Less Control Created More Value

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This is the final chapter in a three-part leadership story I've been sharing over the past few weeks:

• It began with "When I Created My Own Bandwagon," where I confessed how I enthusiastically—and misguidedly—forced my operational approach onto teams across the organization.

• It continued with "Every Great Leader Has a Trail of Stories," where I reflected on how our leadership narratives, even the painful ones, shape our legacy.

• And now, exclusively for my paid subscribers, I'm sharing the resolution—how I recognized my error, cleaned up the mess I created, and discovered a principle that transformed our organization.

This isn't just the end of a story; it's the beginning of the most important leadership lesson I've learned: what happens after you realize you've led people down the wrong path.

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The Humbling: Admitting I Was Wrong

The hardest part of leadership isn't making decisions—it's admitting when those decisions were wrong.

After watching teams struggle with my one-size-fits-all operational approach, I had to face an uncomfortable truth: I had created a bandwagon that was running off the rails. The standardized processes I'd been so proud of were actually stifling the unique capabilities of each team.

What followed was perhaps the most valuable leadership moment of my career: I called everyone together and simply said, "I made a mistake."

Those four words changed everything.

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Finding the Real Need: Communication, Not Control

Once I removed my ego from the equation, something remarkable happened. By working with the teams—not dictating to them—we identified what the organization actually needed.

It wasn't standardized execution. It wasn't identical processes. It wasn't forced conformity.

What we needed was a common, consistent, and reliable communication protocol for all products. This would ensure alignment both within our product and development teams and keep the entire company informed about product progress.