Get Uncomfortable

Julian Hayes II’s Forbes article argues that the leaders most worth following grow by choosing discomfort at both ends of the mastery spectrum. On one end, G2 CEO Godard Abel is training for his first Ironman and experiencing the humility of being a beginner, especially in the pool, where every lap can feel like a reason to quit.

On the other end, Nuvei CEO Phil Fayer pushes himself through high-speed racing, where pressure, composure, conditioning, and coachability are tested at the edge. The point is that real growth often happens outside the boardroom, when leaders voluntarily put themselves in situations that challenge their body, mind, ego, and comfort.

This connects directly to quarterback play and to life. A quarterback has to live at both extremes too: humble enough to return to beginner mode when learning a new offense, correcting footwork, studying coverage, or rebuilding confidence; and composed enough to perform when the pocket collapses, the game speeds up, and the pressure is highest.

The same is true in work. Leaders who never put themselves in uncomfortable learning situations can stagnate and may also lose empathy for those who are struggling to grow. And leaders who never test themselves under real pressure may not know whether they will react or respond when things get hard.

So what do we need in order to successfully “get uncomfortable?”

Humility matters because every leader, quarterback, and professional needs to be willing to look awkward while learning something new. Resilience is crucial because the discomfort of failure can be the training ground for growth. Serenity is needed because our bodies and brains perform better when we are calmer inside. And Pursuing Feedback matters because both beginners and high performers need coaching to keep improving.

The question is simple but challenging: where are you intentionally putting yourself in positions that make you uncomfortable enough to grow?

Thanks!