Every instinct in me wanted to move quickly. We had just restructured an area of our organization to better support schools and libraries, and my natural tendency was to dive in, make changes, and push forward. Momentum feels good.
But this time, we did something different.
We slowed down.
The Temptation of the Quick Answer
I’ve written before about the temptation to jump to solutions (“Love the Problem, Not Just the Solution”). None of us are immune to it. We see a challenge, and before we’ve even framed the problem, our minds are already racing ahead: “I’ve seen this before. I know the answer. Let’s go!”
It feels efficient, but it isn’t. Too often, we later discover that what we thought was “the solution” only scratched the surface. The deeper issues remain, and sometimes we’ve even created new ones.
That’s why, this time, we paused.
Using the FFL Compass
At Funds For Learning, we rely on a planning tool we call the FFL Compass. It forces us to ask better questions before we declare answers. What is the true purpose of this division? Who exactly are we serving? How will we measure success? What barriers could hold us back?
These are not small questions, and they are not answered in a single afternoon. But working through them has already changed the way we think.
One big realization: we shouldn’t organize this division based only on today’s needs. The real opportunity is to anticipate what our schools and libraries will need in three years. That shift in perspective changes everything. It shapes the teams we build, the partnerships we prioritize, and the way we measure progress.
Practical Steps
How do we guard against the temptation to rush into answers? Here are some steps that I’ve found helpful:
- Name the impulse.
When you feel the urge to “fix it now,” pause and acknowledge it. Recognizing the tendency is the first step to resisting it. - Ask clarifying questions.
Before proposing a solution, write down what problem you are really trying to solve. Ask “why” more than once. Sometimes the true issue hides beneath the obvious one. - Separate problem from solution.
Create space to explore the problem on its own terms, without letting the conversation drift immediately to fixes. This helps broaden the range of possible answers. - Use a framework.
At FFL, we use the Compass. Your organization may have its own version, or you can design one. The point is to have a structured way of slowing down and looking at purpose, audience, measures, and obstacles. - Project forward.
Don’t just plan for today. Ask, “What will this look like in three years?” Future-focused thinking protects you from chasing short-term wins that will quickly become outdated. When we anticipate future needs, we give ourselves a chance to build resilience, not just solutions.
Like Making Bread
Going slow to go fast reminds me of making bread. If you try to rush the process, you ruin it. The yeast needs time to rise, and the dough needs time to rest. What looks like “waiting” is actually the most important work happening — unseen but essential.
Leadership is a lot like that. The quiet pause, the careful reflection, the willingness to plan ahead — those steps don’t always feel productive in the moment. But they are the proofing that makes everything else possible.
Why Slowing Down Matters
I’m learning that sometimes the fastest way forward is to pause long enough to ask the right questions. Going slow helps us build clarity. Clarity leads to alignment. And alignment allows us to move with greater speed and confidence when it matters most.
We’re not done with this process, but I already see the benefits. By slowing down, we’re creating a stronger foundation for growth, not just for today, but for the future.
Because in the end, leadership isn’t about moving fast for the sake of speed. It’s about moving in the right direction, with the right people, at the right time.
