Leadership needs a balance between stationary that works against dynamic creative growth. This is not a division between conservative or lower-level groups in comparison with risk groups or recklessness. It's the decision to choose what needs to be done – stationary – and what's needed to push forward – powerful.
This borrowed a lot from "Purple" by Robert Pirsig, just for full disclosure. He is the author of "Zen and the Art of Motorcycle Maintenance" which is said to be a popular philosophy book of all time. But I think "Purple" is a more advanced approach, and you can use it more easily in real life, to enhance your personal excellence.
Dynamic change is what creates growth. This is seen when you are pushing the boundaries, seizing the past and moving in a new area. There is no analysis of risk or profit. It's simply a powerful process. Amoral. You get ethics for that.
But steady growth would lead to chaos and anarchy. A few retrenching and establishing what works is necessary. This is the election of what you want to be stationary. This is not "being conservative" or "avoiding risk." It is decided to stop dynamic growth in one particular area.
Let's examine an example. Say I'm a leading team who works in different litigation. This is a simple example, so read it in this vein. As we have worked on different projects, we consider the most effective process to be the first, draft document explaining the goals of the litigation; Next, identify the problem and status of each person in each issue; Third, write a document about what the discovery is needed for each case. By requiring that this process is the process of each legal team is to choose what to do "static". The "dynamic" in this example might be that every discovery document is unique; or the purpose of the document can be in the layout, or mindset or flow chart.
An excessive organization leads to calculation and stagnation. Even ignoring the observation that your rivals are constantly flowing and moving on, your business is growing by adding new employees and new ideas. Bringing new people and plugging them into a system that is not growing and changing is just a waste of talent.
A leader is not only an investor in his excellent team but also in his personal excellence. The leader manages personal balance between stationary and strong growth and the team. Failure to do this leaves the leader behind. Not a good place to be.
The leader is constantly monitoring the status of the organization and maintaining the best balance between maintaining a stationary function and the change that changes the organization. This requires that the leader tends to stand in different constituencies in his organization and integrity to be true in the merger of the idea behind the company.