Embracing the Messy Middle: Ben Sands on Navigating Growth’s Non-Linear Path

In a recent LinkedIn post, Ben Sands discusses the often-unsettling nature of business growth, arguing that the feeling of losing control is not a sign of failure, but rather an inherent part of the process. Sands challenges the common misconception that chaos during growth indicates something is broken, asserting instead that it signifies a departure from the familiar.

According to Sands, leaders frequently misinterpret the turbulence of expansion. He highlights the tendency to measure progress against an idealized, linear trajectory that rarely reflects reality. This disconnect, he posits, leads to counterproductive efforts to force clarity and control.

Growth feels like losing control. That’s not a bug. It’s the signal.

Sands elaborates on the typical trajectory of growth, noting the initial momentum often gives way to doubt, experimentation, and setbacks. He states, “You start with momentum. Then doubt shows up. You try. You fail. You feel lost. You make progress. Then you slip again.” This cyclical pattern, he explains, is precisely where many leaders falter by assuming a problem exists when, in fact, the individual or organization is simply venturing into uncharted territory.

The Pitfall of Linear Expectations

A core point in Sands’s analysis is the detrimental effect of adhering to a rigid, linear model of growth. He argues that the real problem arises when leaders continue to judge their current chaotic state against the smooth, predictable path they envisioned at the outset. This creates unnecessary pressure and leads to actions that can genuinely destabilize progress.

Forcing Clarity vs. Learning from Chaos

Sands contends that attempting to force clarity in a period of inherent ambiguity is counterproductive. This approach, he suggests, is what actually causes things to break. Instead, he advocates for a fundamental shift in perspective among leaders.

The leaders who keep going shift one thing: They stop trying to control the process— and start learning from it.

He further breaks down the positive interpretations of common growth challenges, reframing them as indicators of development:

• Doubt signifies active thinking.
• Failure indicates stretching beyond current capabilities.
• Confusion points to expanding horizons.
• Struggle means the bar has been raised.

This reframing is crucial, according to Sands, for leaders navigating the “messy middle” of significant expansion. The key is to move away from a mindset of control and towards one of learning and adaptation.

Shifting the Question from ‘Why?’ to ‘What?’

The article culminates with a powerful call to action for those experiencing the difficulties of rapid growth. Sands encourages a change in the fundamental question leaders ask themselves during challenging periods.

If you’re in the messy middle right now: Don’t ask, “Why is this so hard?” Ask, “What is this trying to teach me?”

By posing this alternative question, leaders can transform perceived obstacles into valuable learning opportunities, fostering resilience and ultimately enabling more sustainable and effective growth. Sands’s insights offer a valuable perspective for any business leader facing the inevitable complexities of scaling.