To Be a Leader of Systems | Hazel Weakly

"First think about the ocean and how deep and infinitely vast it is; then about how improbable it is to even fully grasp the notion of how large the ocean is, of how deep it is, of how wide it is; think about how there is so much of it we will never know, and so much we can never know."

"Now, as a person who sees systems, who intuits chaos, who can grasp these concepts of swirling infinities, you have to sit with the uncomfortable idea that if you were to find yourself stranded in the middle of the ocean, it is a death sentence of all but certainty. This might be fine if it were just you; after all, life happens, you know? Sometimes things are bizarre, sometimes luck just runs out."

"However, I've often noticed that people who become known for seeing systems often become in charge of them. In other words, you're probably a leader-either by name, by identity, or by purpose. But to be a leader is to understand that you'll find yourself stranded in the middle of the ocean one day. Not just you, but everyone you lead. And you'll need to chart a course."

Leaders will face overwhelming, unknowable complexity comparable to being stranded in the middle of the ocean. The scale and depth of systemic forces exceed individual comprehension, leaving limited visibility and near-certain risk of failure. Effective leadership requires internalizing the likelihood of failure while maintaining steadiness for others. Leaders must chart courses through shifting conditions—winds, tides, and unpredictable events—while holding simultaneous, often conflicting, responsibilities. Guiding others under these conditions demands humility, disciplined grounding in improbabilities, and the ability to make decisions with scarce information and high stakes.

Read at Hazel Weakly