She was better than me and I knew it

“You can’t teach an old dog new tricks.”
“I like things the way they are.”
“I don’t need to learn a new way of doing things.”
“This is the way we have always done it.”

If you are a young leader, or honestly even a middle aged one, you have probably heard at least one of these lines before. And if you are someone who dreams, imagines, or pushes for better, you know how discouraging those statements can be. I have heard them throughout my career, across multiple organizations, and from young camp professionals who already feel stuck in systems older than they are. Every time, it breaks my heart.

Now, I will be honest: I like things a certain way too. I like being organized. I like knowing what is coming next. I like a plan. But one of the most important lessons I have learned is the value of creating space for new ideas and new processes, even when you feel confident you already have a good system in place.

I really came to learn and internalize this idea about six years ago because of a young staff member I had been mentoring and coaching, with the hope that she would eventually step into my role. When I started, the programming I oversaw had almost no processes, no structures, no plans, and no shared way of doing things. That lack of consistency was a big part of why I was hired. One of the tools I created early on was a program plan template. It was nothing fancy, just a simple document to help myself and other leaders outline an event: schedule, goals, roles, and anything else important.

Then one day, that young leader came to me and asked, “Can I make this program plan better?”. Hearing that your work could be improved can trigger all kinds of emotions, especially defensiveness. But in that moment, I had enough awareness to pause and see what was really happening. This was not criticism. This was a win. Here was a leader who took initiative, who saw potential for improvement, and who most importantly, felt safe enough to bring that idea forward. She trusted that she would not be shut down. She believed her voice mattered. And she was right. The best part of it all is that her version was better! So good, in fact, that I am still using a version of it today in a completely different organization.

That experience has stayed with me. It is a simple but powerful reminder: When coaching, openness, and a healthy work environment come together, creativity and growth naturally follow. And sometimes the best new trick we can learn as leaders is to step aside long enough to let someone else make things better.