Why Best Practices Hold You Back: When Yesterday’s Logic Meets Today’s Complexity

BEST practices are often viewed as the key to success in the business world. Certifications to prove practitioners are competent in accordance with a best practice make sense at the surface. However, they’ve become psychological cover that create mediocre results at best. It’s reassuring to be able to point at the protocol and say, “I followed the best practice. It’s not my fault.”

Take project management, for example. Most project managers I’ve met (my younger self included) come from technical backgrounds who love best practices. I genuinely thought project management was about following the best practice and forcing people to follow my plan. Spoiler alert: That didn’t work.

With today’s disruption and volatility, “business as usual” means little when there’s no “usual” anywhere in sight. Although Disruption and Volatility would make great names for a law firm, they require an adaptive approach to ensure survival and sustainability.

Best practices bring a false measure of certainty for keeping threats at bay. However, they’re largely irrelevant as they’re developed by looking in the rearview mirror according to what worked under the conditions at that time.

The solution is enhancing critical thinking to navigate complexity in real time.

These days, to be successful, you need to be adaptable. This requires developing the critical thinking skills to solve the unique challenges your situation presents. To do so, follow these tips:

1. Don’t Mistake Motion for Mastery

Attending endless meetings, always agreeing with leadership, escalating decisions, and “checking the boxes” that show you observed the best practice are all compliance-based behavior. You feel like you’re providing value but are really providing only a superficial benefit. Busy work consumes energy. It moves the needle little in terms of value delivered. This puts your organization and yourself at risk.

Mastery comes from thoughtful distillation to what matters. Condense your work down to its essence — the 1 percent that really moves the needle. This involves having the important coaching conversation to shift the thinking of a team member, sharing the contrarian viewpoint that no one else sees, or carving out time for learning and growth to build new thinking. These are all leverage plays that return far more over time than they consume.

2. Understand That Best Practices Become So in Hindsight

I started my career in engineering and realized early on that the work I did was a “good enough” approximation of the real-world physics my designs operated in. This allowed me to build things that consistently worked at a reasonable cost.

Best practices are an approximation of what works in the real world. However, they’re only a snapshot of what worked at one point in time in the past. The business environment evolves rapidly at an ever-increasing rate of change. Best practices are backward-looking and largely irrelevant to the modern environment in which we try to apply them.

This is why we talk of “better” practices and not “best” practices. You should always be getting better in the system in which you operate. Once you think you’ve arrived at the “best,” there’s no point to continue getting better. That leads to complacency.

3. Realize That Value Lies Beneath the Surface

Understand what the organization you work within truly values. I often find when working with clients, whatever leadership thinks provides value in terms of outcomes are in tension with what leaders actually show they value day to day. For example, they may say the organization needs to be the top innovator in its industry globally. Then, leaders micromanage, reinforce compliance, and criticize mistakes. You can’t get to innovation if you value compliance, shame risk-taking, and make it intimidating for people to pursue efforts that might come up short.

Success comes to those who are brave and can push back against the behavioral norms despite the daily rhetoric. Speak up when it feels uncomfortable. Have one high-leverage conversation tomorrow that you’ve been putting off. I rarely meet leaders who don’t value results when you show them you can achieve them.

People who can do this write their own ticket. That means you need to be ready for some social discomfort on your journey to delivering the results your organization truly wants.

Best practices are misaligned with the needs of the modern business environment because they’re rooted in yesterday’s logic and provide convenient psychological cover. In a world that previously rewarded compliance, many professionals were never required to develop strong critical thinking. That world has shifted. Leaders must move beyond the comfort those practices once provided and focus instead on the high leverage work that creates real outcomes.

The willingness to think, question, and adapt is now what separates compliance from true leadership.

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Kursten Faller is an organizational advisor with more than 25 years of experience helping executives strengthen the human systems that drive performance inside complex organizations. As founder of Centric Business Consulting, he works with leadership teams to improve decision quality, accountability, and execution in environments where technological capability is accelerating faster than leadership adaptation. Alan Weiss is a globally recognized consultant, speaker, and author renowned for his expertise in organizational development and personal growth. As founder of Summit Consulting Group, Inc., he has advised more than 500 leading organizations worldwide including Merck, Hewlett Packard, GE, Mercedes Benz, and the Federal Reserve. Their new book, The Hidden Project Drivers: Building Behavior Drives Success (Business Expert Press, April 3, 2026), explores how human behavior, leadership maturity, and decision making determine whether projects deliver meaningful outcomes.

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Posted by Michael McKinney at 09:46 AM
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