Sometimes I think back on precisely how blessed I have been in my career. It started in picturesque Malibu, California, on a ropes course that overlooked the Pacific Ocean. Here, I’ll show you a picture:

Beautiful, right? Anyway, I landed this job after a few summers of training under a guy named Michael. He taught me about knots, safety protocols, group facilitation, and life.

My job was important

If I missed a step in setting up a component on the course, someone could be seriously injured. If a member of my team did not set up a child’s harness correctly, they could be seriously injured. And if the kids themselves couldn’t focus their attention on the activity, well, again, someone could be seriously injured.

Because of the inherent dangers present on the course, everyone tended to respect the situation as one with grave consequences.

These days, my work setting is far “safer” than the ropes course. The likelihood of serious injury working in an office or work from home environment is exceedingly low. But in the work setting, the goal is not only safety. We care about impact on customers, employees, and the overarching business, which commands as much respect as the dangers of a ropes course.

The Lesson

I think the lesson that I most took to heart on the ropes course has to do with intentionally setting the right conditions and systems for the outcome that is desired. If one desires safety, you cannot just tell people to be safe. The leader has to remove unsafe conditions from the physical space, and condition the people who are taking part to carry out safe practices without trying too hard.

In the workplace, it’s the same. Conditions and systems (and related emotions) are set by the leaders and teammates, and are practiced with regularity.

I loved that ropes course. It taught me that when the stakes are high, success doesn’t rely on hoping for the best—it comes from designing environments that make the best possible. Whether it’s preventing a fall on the ropes or achieving business impact in a boardroom, the principle remains the same: systems create outcomes.

The ropes course may have burned down, but the lessons live on, reminding me regularly that the most important thing a leader can build isn’t just a system—it’s trust in the system they’ve built. That’s a foundation that doesn’t burn away.