When something breaks or shifts in the org, most leaders reflexively rush to regain balance, to restore things to how they were. But what if that’s the wrong move? What’s the rush? In chess, experts learn to maintain the tension. Just because there’s a threat on the board or a possible trade, it doesn’t mean you have to act on it. Sometimes the simplification loses an advantage. Like in martial arts, as a leader, you should absorb and redirect change energy instead of trying to block or undo it.

The Instinct to Normalize

Many leaders have the same reflexes. Someone quits? Promote/hire ASAP. There’s an industry shift? Jam it into the current org chart or roadmap. The obsession with balance and predictability is the default move, often without taking the time to think about the situation that’s created. For example, a team lost a senior engineer and the leader knee-jerked into trying to refill the position—without asking whether that team’s still the right priority.

Resisting the urge to act immediately creates space to think and adapt. Use the imbalance to reevaluate: Do we still need two separate teams, or can combine them now that one leader left? Can we restructure or become more efficient instead of backfilling? Does this change reveal something about our previous blind spots?

Embrace Creative Destruction

Not all imbalance is bad. Sometimes, it’s a chance to reshape the org toward a better future. Don’t just “restore the previous state.” Ask: what’s the best state we can grow into now? What if your org doesn’t deserve to be balanced again yet?

I saw a fintech startup see its market due to some regulatory changes that weren’t yet final but starting to take a toll on its bottom line. Their first instinct was to work to replace affected partners to regain the same offering, at a much worse margin, just to “be back.” However, the CEO used this opportunity to reassess and spot the inflection point. Using the energy of this change and embracing it to guide a pivot, the company went on to 10x in several months.

Practical Martial Arts Moves

If you’re thinking about how you can utilize this right now, it mainly starts with noticing the changes and learning to sit with them before rushing to “fix” things. Wait 1–2 cycles before refilling leadership roles unless there’s a real risk. Look for reorg opportunities—which teams are bloated or outdated—once someone leaves. Have shadow promotions: Let people operate at the next level temporarily to see who shines without the title.

Ask “What if we didn’t?” for any rebalancing impulse. Great leaders don’t just react to change—they exploit it. When the org gets off-balance, that’s your cue to practice strategic tension. Org martial arts isn’t about restoring order. It’s about creating a better form out of disorder.