In college, I had this great picture of Jim Morrison on my dorm room wall. It spurred lots of conversation with my friends. His wild and often “strange” on-stage presence complemented the Doors’ new type of music. It also gave Morrison a reputation for being provocative … Ed Sullivan looked more than a bit uncomfortable when the Doors appeared on his show.

“I like people who shake other people up and make them feel uncomfortable,” Morrison was quoted as saying. Interesting. I know a few people like that – people who make others feel uncomfortable from time to time.

“This is no time for ease and comfort. It is the time to dare and endure.”
— Winston Churchill

While my own personal leadership style continues to evolve and grow, I believe more and more that today’s leaders need to get comfortable being uncomfortable. The guy who hired me as a vice president at American Family, Darnell Moore, told me more than once: “We all have to get comfortable being uncomfortable.” That was really great advice, Dino. Back then, and now.

Why?

Most people seek comfort. Actually, it’s probably more accurate to say most people seek to avoid discomfort. It’s human nature.

But businesses – and, I believe, those leading them – make little to no progress if comfort is attained. Especially in the fast-paced age we live in. I might argue that comfort, in a business sense, is actually an enemy.

Successful leaders push themselves. They drive others to heights they didn’t know they could achieve. They ask questions that challenge the status quo, even when it makes people uncomfortable. They don’t shy away from difficult issues. They don’t hide dirty laundry.

Great leaders are often even a bit paranoid about any success they’ve achieved. They have one main fear: Failure. The best leaders are not satisfied with their success. They know tomorrow comes quickly, success is fleeting, and forward momentum as an organization is critical.

Some leaders even shake up things that may – on the surface – seem to be working just fine. They almost innately understand that the “well-oiled” team or process is often not what it appears. They’ll seek out change. This definitely goes against the grain of … “if it ain’t broke don’t fix it.”

Does any of this sound comfortable to you?

My predecessor and mentor, Dave Anderson, made me – and many others at American Family – uncomfortable plenty of times. But he taught me and reinforced the importance of not being complacent … of doing what was necessary to avoid poor results … of recognizing when something was about to “go off the tracks” and taking action. That was one aspect of Dave’s style that made him a strong leader. I know I wasn’t the only one to benefit from this leadership trait.

Companies and brands that survive and thrive over time have courageous talent throughout their organizations. They have transformational leaders and employees who are unconventional, and who “speak the truth to power.” These are the winners of business who embrace innovation and shun the status quo. They chase change and don’t fear the discomfort associated with it. They consider uncertain and uncomfortable times as opportunities – not as threats.

I believe getting comfortable being uncomfortable is, in a very important way, a mindset that distinguishes wildly successful companies and brands from mediocre ones.

Wildly successful brands … whether companies or rockers, use discomfort to their advantage.