Get out of your comfort zone. Why Playing It Safe Is Riskier Than You Think
- Caroline Esterson
- Sep 4
- 3 min read
Updated: Sep 6
“You have to get really comfortable being uncomfortable. You'll never truly understand your capability until you push your boundaries.” Paul Dawson
That line has been echoing in my head all week because it cuts straight into one of the biggest traps I see in careers right now: the “head down, play safe” mode.
And honestly? That mode is costing organisations dearly.
The Compassion v. Accountability Tug of War
Last week, Gary Keogh joined us on the podcast and said something that really stuck:
“During Covid, we experienced the real power of compassion. But now, due to external factors, there’s a kind of civil war between compassion and accountability.”
And he’s right. We’re living in this awkward tension. Leaders are under pressure - costs are rising, performance is scrutinised, everyone’s being asked to “do more with less.” Accountability is through the roof.
But on the flip side, we also know (because the research slaps us round the face with it) that compassion and psychological safety aren’t fluffy extras, they are fuel for performance.
And what happens? When people sense the balance tipping toward accountability without compassion:
They stop taking risks.
They retreat.
They get cautious.
They do what’s expected, nothing more.
That’s great for avoiding blame but terrible for innovation.
Why Playing Inside Your Comfort Zone Is the Most Dangerous Move
At the very moment organisations need people to stretch, take bold moves, and push boundaries is the moment many colleagues are shrinking back.
The mindset becomes:
Don’t stick your neck out.
Don’t try something new.
Just survive the week.
And it’s not just at a junior level. I see it at every level, even in leadership teams. Playing safe feels logical in the short term, but over time it creates stagnation. Careers stall. Companies lose their edge. Teams quietly disengage.
Discomfort = Growth
Which brings me back to that quote: “You have to get really comfortable being uncomfortable.”
Discomfort isn’t a punishment. It’s the exact point where growth happens. That “stretch zone” is where you discover:
How much grit you’ve really got.
What fresh ideas are hiding behind your usual habits.
Where your leadership presence gets sharpened.
The problem is, we confuse discomfort with danger. They’re not the same thing. Discomfort is nerves before pitching. Danger is your company breaching regulations. One grows you, the other sinks you. Too often, people lump them together and retreat from both.
The Little Move That Changes Everything
Here’s my challenge: the next time you feel that knot in your stomach (you know, that ugh moment where you want to shrink back) notice it. Clock it as a signal that you’re in the zone where capability grows.
Ask yourself:
Is this discomfort or actual danger?
What boundary am I brushing up against?
What one small move could I make here that stretches me, without tipping me into the Terror Zone.
That’s the sweet spot.
Not reckless risk-taking.
Not silent survival.
INTENTIONAL STRETCHING.
Compassion + Accountability = Real Performance
And leaders, this is on you too. If you want your teams to lean into discomfort instead of retreating, you’ve got to create the environment where that feels safe. Psychological safety doesn’t mean a free pass. It means:
You’ve got my back and you’ll hold me accountable.
You care about me and you’ll push me to grow.
I can take risks without fearing I’ll be publicly skewered if it flops.
That’s the balance Gary was pointing to. Not either/or. Both/and.
Final Word
Playing safe might feel wise, but it’s the riskiest move of all. Because you’ll never truly understand your capability until you stretch. And right now, organisations don’t need more heads down. They need people brave enough to get uncomfortable, and leaders brave enough to create the conditions for it.
So here’s your little move this week: lean into one discomfort. Just one. Because those moments, stacked up, become the big career moves.
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