In his famous commencement speech, This Is Water, David Foster Wallace tells the story of two young fish swimming along when they encounter an older fish who says, “Morning, boys. How’s the water?” The young fish swim on for a bit before one turns to the other and asks, “What the hell is water?” This story illustrates how the most important realities are often the ones most difficult to see and talk about. They’re the things we’ve become so accustomed to that we no longer notice them, let alone question their impact. (For more on the deeper meaning of Wallace’s speech, you can check out this New Yorker article.)
This concept has profound implications for the way we operate in our personal and professional lives. Many of us move through our days without questioning the “water” we swim in — the established norms, practices, and routines that have become so ingrained that they go unnoticed. These routines shape our productivity, trust, communication, and transparency, often in ways we don’t even realize.
Imagine your organization as a fish tank. Over time, the water can become murky, and the fish — your team — adapt to the changing conditions without realizing the impact on their health and performance. It’s not until an outsider — a consultant, a new team member, or even a change in leadership — steps in and asks, “Why have you always done it that way?” that the murkiness becomes apparent. The outsider’s fresh perspective highlights the aspects of your organizational culture that have gone unnoticed and unquestioned, revealing practices that are outdated, irrelevant, or even detrimental.
This is where the power of assessment comes in, particularly the stop-start-keep method. By periodically stepping back and evaluating what practices should be stopped, what new initiatives should be started, and what effective strategies should be kept, you allow your organization to refresh its water. This assessment process isn’t just about eliminating inefficiencies; it’s about making conscious choices about the kind of environment you want to create.
But why is this so difficult to do from the inside? Like the young fish in Wallace’s story, we often can’t see the water because we’re so immersed in it. We’re too close to the daily grind to recognize when a practice has become counterproductive or when communication has broken down. We normalize these inefficiencies until they become part of the background noise — unseen and unchallenged.
The most powerful thing you can do as a leader is to step back and look at these normalized aspects of your organization with fresh eyes. Challenge the status quo, not for the sake of change, but to ensure that your practices align with your goals and values. Invite feedback from those who see things differently, whether they’re new hires, external consultants, or even customers. Their perspective can reveal blind spots and prompt necessary changes that improve productivity, foster trust, and enhance communication.
In the end, it’s about making the invisible visible. By regularly questioning the “water” your organization swims in, you can ensure that you’re not just going with the flow, but actively creating an environment that supports your team’s success and well-being.
Happy swimming.
Photo by shuvrodeep dutta on Unsplash
