Today’s Tuesday Reading is from Joe Grupp, Assistant Vice President and Chief Information Security Officer at University at Buffalo and a MOR program participant. Joe may be reached at [email protected] or via LinkedIn.
My experience in MOR can be summed up this way: my leadership was in motion, and then something acted on it. As I’ve been reflecting on my leadership growth in the MOR Program, I’ve found myself coming back to Newton’s three laws of motion as a way to make sense of the changes I’ve been experiencing in how I lead.
The First Law: Inertia
Newton’s first law tells us that things in motion tend to stay in motion unless acted upon by an external force. That idea resonates deeply when I think about leadership. Over time, we build habits; how we respond, how we make decisions, how we engage with others. Those habits are often shaped by experience and success, so they feel natural and effective. But they also create inertia.
For me, the MOR program has been that external force. It has introduced just enough disruption to make me pause and examine my default patterns. Without that input, I would likely continue operating the way I always have, efficiently, but perhaps not evolving in the ways I need to. MOR has challenged that inertia and created space for more intentional leadership.
The Second Law: Force and Acceleration
The second law tells us that the force applied to a system influences the rate and direction of change. Not all forces create the same outcome and not all change happens at the same pace. What stands out to me about MOR is not just that it applies pressure, but how it does so. The concept of “getting on the balcony” has helped me slow down and observe before reacting. Instead of accelerating in the same direction out of habit, I’m more deliberate about adjusting course.
I’ve also been thinking more intentionally about the idea that relationships are currency. Influence isn’t just about expertise or authority, it’s built over time through trust and connection. That realization has shifted where I invest my time and energy. It’s not just about pushing harder. It’s about applying effort in the right places to create meaningful movement.
The Third Law: Action and Reaction
Newton’s third law reminds us that for every action, there is a reaction. In leadership, that’s a powerful truth. The way I show up, how I communicate, how I listen, how I engage creates responses in others, whether I’m conscious of it or not. One of the most important realizations for me has been that changing my own behavior is often the most effective way to influence the system around me.
As I’ve become more intentional by stepping back to reflect, investing more deliberately in relationships, and being more thoughtful in how I engage, I’ve started to see subtle but important shifts in others. Conversations feel different. Alignment comes more naturally. There’s more openness and trust.
Underlying all of this is the role of reflection itself. Without taking the time to step back, none of these forces become visible. Reflection has turned experience into leadership growth. It has allowed me to recognize inertia, choose where to apply effort, and understand the forces shaping my leadership and the forces I create for others. And if I was leading with momentum before, I’m leaving with something far more valuable: a greater awareness of my intentionality and impact.
The MOR program has expanded my leadership toolkit and altered the forces acting on my leadership. That is perhaps the most valuable part of my leadership growth: recognizing that meaningful change requires both intentional external inputs and a willingness to be acted upon by them.
How do you feel about the current momentum of your leadership habits?
Last week, we asked which you most want to further build in your organization.
- 31% said accountability
- 22% said openness
- 21% said excellence
- 16% said user experience
- 10% said inclusivity
We are ultimately responsible for delivering results for our organizations. Focusing on accountability is a pathway to increasing the capability of our teams to deliver results. As we think about the momentum of our leadership habits, what are our biggest opportunities to put more intentional focus on results?