The tacit agreement
What starts as a bunch of amateurs taking a lot of risks and hitting the right spots usually evolves (healthily) into a bigger group of more experienced people waiving a new flag: The calculated risk.
The hunger spirit remains but maintaining that new flag fresh and effective is difficult. With success and repetition, the unwanted cousin comes knocking the door: Organisational fear.
There’s only a small frontier between people taking calculated risk for the group and them bending the calculation to fit their fears.
The slippery slope is when you think that you know best and protecting your «wisdom» is a must, in a (now) high-stakes business. You protect yourself and others (from embarrassment and the endless things that can go wrong), all in the name of the organisation.
That’s where it all starts. It’s contagious and, in no time, the new agreement comes in, but with no flag.
Consensus about fear is tacit. Nobody in their proud mind would wave the fear flag. Catch yourself off-guard and, in a second, flags are no longer even important: The fear pole will wave whatever it’s told to.
The role of the leader is then not to tell us that there’s nothing to fear (the pole by then will wave 10 flags saying why the leader is wrong). The leader is here to tell us that we can re-build this 100 more times.
Or, put it simply, the leader must remind us that it was us who put it all together in the first place (including the pole and its tacit agreements).