The ROI of Getting Uncomfortable
Most organizations say they want leadership development.
Few are willing to get uncomfortable enough to actually develop it.
I try to regularly do things that make me uncomfortable—sign up for an improv class, hike a mountain I’ve never climbed, kayak a river I don’t know, or travel to a country where I don’t speak the language.
Most recently, I took a trip to the Rocky Mountains of Colorado with an incredible group of friends. We drove Jeeps across rugged passes, hiked through wild terrain, explored deep caverns, and soaked in the kind of beauty that can only be earned. It wasn’t easy, but that was the point.
My nerves kick in just like everyone else's. My hands get sweaty. My heart races. My inner voice gets loud.
But it's also exciting. Really, really exciting. I feel fully alive.
I also get better. I can feel myself growing and advancing. Each time I communicate with someone past the language barrier, I understand more about what it means to connect. Each time I paddle into unknown water, I trust my body and mind a little more.
Growth doesn’t live in the comfort zone. It rents space just beyond it.
Comfort Kills Curiosity
Playing it safe is easy and a leadership dead-end. When we avoid challenge, we stop asking questions. We play not to lose instead of playing to win.
The Atlanta Falcons played to lose in the 2017 Super Bowl. They famously blew a 28-3 lead. Playing not to lose invites hesitation and hesitation gets punished.
Now those Patriots in that same game? They played to win. Tom Brady didn’t look at the scoreboard and shut down. He got curious.
What could work right now? What haven’t we tried? What defense are they expecting and how do we break it?
That’s part of what made him the GOAT. He didn't just run the same playbook and hope for the best. He studied. He experimented. He adjusted in real time. He stayed hungry, even when he was up.
Curiosity can’t survive in an environment where everything is predictable.
Leaders who grow are the ones who risk looking foolish in order to learn something new.
Want innovation? Start with discomfort.
Discomfort Builds Cohesion
Teams don’t bond over spreadsheets. They bond in the trenches.
Put a group through a tough challenge—whether it’s solving riddles under pressure, escaping an imaginary villain, or paddling through literal whitewater—and watch what happens.
Walls come down. True communication shows up. Trust accelerates.
People stop posturing and start performing.
Cohesion doesn’t come from comfort. It comes from shared growth under pressure.
The Payoff is Measurable
Leaders who’ve weathered discomfort make calmer decisions under pressure.
Teams that have faced tension together solve problems faster and with less drama.
According to Gallup, highly engaged teams see a 21% boost in profitability. And, a study from BettterUp found that employees who feel connected to their team are 87% less likely to leave.
Organizations that invest in team building and bonding retain talent longer, because people feel themselves growing. Employees crave challenge. Yes, it pushes them out of their comfort zones, but it also breaks the monotony.
Wake up. Go to work. Sit at a desk. Drive home. Sit on the couch. Repeat. That cycle gets old fast.
It’s energizing when work feels different. When people step out of the “bored room” and onto a field to play Combat Archery, they come back sharper, more connected, and ready to lead.
The investment in discomfort pays dividends in performance, loyalty, culture, AND profit.
So I’ll ask you—
When was the last time you did something uncomfortable on purpose?
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