The Lazy Man's Way

Crafted with Open AI’s DALL·E 3

They say the lazy man’s path is often the most arduous.

Angelina has reminded me of this truth countless times, especially in moments when we’re discussing the complexities of leadership, hiring challenges, or the emotional and psychological demands of becoming a mature, integrated human being. Each time she says it, it resonates more deeply—not because it’s a clever phrase, but because it mirrors the realities I’ve witnessed, both in myself and in others.

Let me ground this in something recent.

This year, I’ve noticed a recurring theme in conversations about leadership and operations. When organizations set out to “bring order to the chaos,” what they often seek isn’t true partnership—it’s silent reinforcement.

It usually begins with a familiar refrain: a previous hire didn’t “take initiative” or “failed to show up with solutions.” Understandable on the surface.

But when you probe a little deeper—ask whether the leader is prepared to actively engage with the systems they’re asking someone else to build—the response often veers toward avoidance. “I’ll have my assistant handle that,” or “Just let me know when it’s all running smoothly.”

That subtle dodge tells you everything.

It reveals that what’s being hired isn’t a collaborator. It’s a proxy. Not someone to build alongside—but someone to carry the weight alone, without disrupting comfort or requiring transformation. Someone to make it work without making it different.

And that’s the quiet contradiction at the heart of so many leadership decisions: wanting change without the willingness to change. Wanting excellence without engagement. Wanting structure without surrender.

And I understand that impulse—because I’ve had it, too.