From the Sidelines to the Boardroom: When Stability Stalls Progress
I’ve been listening to a lot of sports talk radio around the Pittsburgh Steelers moving on from their long-tenured head coach, and the reaction has been mixed.
Most fans are relieved. Others are saying, “Be careful what you wish for.”
And I understand why.
Over a 19-year tenure, the coach never had a losing season. By many standards, that’s success.
But during that same stretch, the team lost seven straight playoff games and failed to achieve the outcomes that ultimately matter—deep playoff runs and Super Bowl contention.
Ownership didn’t view this as mediocrity. They viewed it as stability. Consistency. Good enough.
I see this same dynamic play out with employers and their benefits brokers all the time.
Long-standing relationships. Familiar faces. A history of “not failing.”
But also:
- Rising costs
- Limited innovation
- Outcomes that never quite meet expectations
The fear of change often outweighs the frustration of underperformance.
Sometimes the hardest decision isn’t identifying that results have plateaued; it’s being willing to move on from a relationship that’s been comfortable, familiar, and just above average for a long time.
The question worth asking—both in sports and in business—is this:
Are we loyal to the relationship, or committed to the outcome?
Curious how others think about this. When does stability quietly turn into stagnation?
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