Why slowing down makes better managers—and how one mistake shaped my leadership style
A Real-World Management Lesson Learned the Hard Way
There’s a saying I now live by as a leader: “Things take the time they take.” But I didn’t learn it from a quote on a poster or a management seminar. It was a management lesson learned the hard way—through a mistake that unfolded in public, under pressure, and with thousands of people watching.
I was the General Manager of a brand-new waterpark preparing for its grand opening. We were expecting crowds, media, and elected officials. The pressure was on—and so was the spotlight.
This is a story about a mistake, a turning point, and the management lesson that still guides me years later.
Why Slowing Down Makes Better Managers
The weeks leading up to a grand opening are a blur of logistics, politics, and anticipation. In our case, we were navigating not just operational demands, but also political jockeying—multiple county supervisors wanted to share in the glory, even though the park only technically sat in one of their districts.
With just under two weeks to go, a new mandate came down: we needed to require advance registration for the public event. Guests would be allowed into the waterpark in staggered, two-hour time slots after the ribbon-cutting ceremony.
The catch? I had until the end of the day to create the form that would handle all the registrations.
But it wasn’t just a matter of signing up for a new tool—I had to use a platform another department in the County had a subscription for. I couldn’t even log in until I received account details, which took additional time. I was fairly tech-savvy and eager to prove I could handle it. Once I gained access, I figured out the basics and launched the registration system by the end of the day.
But I missed one critical detail.
Mistakes Managers Make Under Pressure
I had configured the form to count registrants—but not the guests they were bringing with them. Each person could register up to four family members, but the system only tracked the primary contact.
It wasn’t until the registration limit seemed suspiciously low a few days before the event that I realized the issue. By then, it was too late.
We had at least three to four times the number of people registered than our system accounted for—and our capacity couldn’t support that kind of turnout.
I sent out emails trying to manage expectations, letting registrants know we’d honor their reservation within a two-week window following the event. But on opening day, there were angry parents, disappointed kids, and even people who had planned birthday parties at the park.
And to top it off? The elected official in charge that day cut the opening ceremony in half and sent everyone into the park early—well before the gates were supposed to open.
I didn’t ask anyone to review the form before it went live, I didn’t run a test—I was trying to move fast, impress the powers that be, and get it done. In the end, I submitted what I now recognize as a “shitty first draft”—and it cost me more than a crowded entry gate.
It cost me a promotion.
Leadership Growth Through Failure
After the dust settled, I wasn’t chosen to run the next park. My boss told me that she’d had a pool of applicants who were “the best of the bad options.” I had more experience than she did when she was hired for the same position—but in that moment, it didn’t matter. I wasn’t the right fit.
At the time, I chalked it up to politics, unfairness, and a lack of support. We had suffered and worked through angry customers and political interference as a team before, but in this case, I felt completely alone. It felt like no one wanted to be connected to my mistake—even though I had been someone who helped others through their tough moments in the past. I felt like I was being left out to dry.
Looking back, the mistake wasn’t just the form. It was how I approached the problem. I let urgency and overconfidence override accuracy, and I didn’t ask for help.
Taking Time to Do It Right as a Manager
In a different role, in a different agency, I submitted a report a few days early—eager to check it off my list and demonstrate how responsive I could be. My boss handed it back with a note: “I don’t need this until Friday. I’m expecting your best work.” She hadn’t even looked it over.
At first, I felt a little defensive. But I knew this leader wasn’t trying to insult me. So I took a breath, sat with it, and then reviewed the document again. I made several edits. Then I had someone else take a look. After that, I let it sit overnight and came back one more time. Just one more small revision—but this time, I really felt confident in what I turned in instead of just relief that I could check the box.
When I handed it in on Friday, she smiled and said, “Good. Do that every time.”
I asked her about the note—since she hadn’t even read it to know whether I’d done well on it or not. She said she knew I had more time, and she saw it as an opportunity to help me grow. As a leader, she wanted me to build the habit of using my full deadline to turn in my best work—not just my fastest work.
She shared what her father had taught her: “Things take the time they take.”
And that moment changed everything.
Developing Better Decision-Making Habits
The management lesson learned the hard way from that experience wasn’t just emotional—it was behavioral. I needed a better system. Not a checklist, but a rhythm. A way to bring intention into my process, especially under pressure.
Here’s the approach I use now for written work and complex decision-making—and it turns out, it aligns with what researchers and innovation experts say actually works:
1. Start with a Shitty First Draft
I begin by getting something—anything—down on paper. It’s messy. It’s incomplete. But it clears my mind and reduces the pressure to be perfect from the start.
This is backed by creativity research and design thinking. Anne Lamott coined the “shitty first draft” in Bird by Bird (Lamott, 1994), and studies by Kaufman & Beghetto (2009) show that drafting early reduces cognitive load, allowing for clearer thinking later. It’s the same principle behind rapid prototyping in design thinking: early versions are essential for improvement.
2. Let It Sit
Then I step away. I give myself space between drafts—sometimes hours, sometimes days.
This is called the incubation effect, and it works. Psychological research shows that stepping away from a problem improves insight and creativity (Sio & Ormerod, 2009). It also helps prevent decision fatigue, which can lead to poor judgment when mental resources are depleted.
3. Revisit and Revise with Purpose
When I return, I ask: Does this still make sense? Is anything missing? Does it serve the purpose I intended? I look for gaps, add context or stats, and refine the language.
This is reflective practice in action. Donald Schön’s model of reflection in professional learning highlights that reviewing your work enhances alignment and outcome quality (Schön, 1983). It’s also supported by research in metacognition, or thinking about your own thinking (Flavell, 1979).
4. Seek Feedback—Even from Non-Experts
Next, I have someone else look it over—even if they’re not deeply familiar with the subject. Often, they catch what I miss.
According to social judgment theory, non-experts can help identify unclear logic or assumptions, which strengthens clarity and robustness. We often refine our judgment skills through social interaction, not isolation (EBSCO, SJT).
5. Final Review and Reflection
Finally, I do one last pass. I walk away for at least five minutes and then read the whole thing from top to bottom with fresh eyes. If I find something to tweak, I do it—then step back again and give it a final review.
This is supported by research on error detection and quality control. A final, fresh review improves coherence and reduces mistakes (Hayes & Flower, 1980).
Mini-Process for Urgent Decisions
Of course, not everything can wait days. When I’m dealing with something time-sensitive, I use a compressed version of this process:
- Think through the issue and come up with a few potential solutions.
- Narrow it down to what seems like the best fit.
- Poke holes in it—What might go wrong?
- Ask someone for a quick gut check.
- Make the decision and move forward.
This aligns with heuristic decision-making, particularly the take-the-best heuristic, which shows that quick decisions using just a few cues can still be highly effective (Gigerenzer & Goldstein, 1996).
The “poke holes” step mirrors a pre-mortem analysis, a proven strategy for reducing overconfidence and improving decision quality (Klein, 2007).
Additional models, like IDEA (Iterative Decision-Making for Evaluation of Adaptations), reinforce the importance of structured yet adaptable decision pathways (IDEA model) and a dynamic, feedback-driven approach (Model-based framework).
Why This Matters
This process isn’t about being slow—it’s about being strategic. It helps me deliver better work, make more grounded decisions, and reduce the stress of last-minute scrambling.
And the best part? It’s not just a personal preference. It’s a sustainable, research-backed model that supports continuous improvement and better outcomes. Whether you’re leading a team at a waterpark, managing a seasonal operation, or driving strategic planning year-round—these habits can help you move forward with clarity and confidence.
Thoughtful progress always outperforms rushed perfection.
Final Thoughts on A Management Lesson Learned the Hard Way
Not every mistake needs to come with public embarrassment or missed promotions. But the lessons that stick usually come with a sting.
I learned that slowing down doesn’t mean you’re not a good manager—it often means you’re becoming a better one.
You don’t need to wait years or stumble through your own crisis to adopt this mindset. Start today by asking yourself: Am I giving this the time it deserves?
Coaching for Managers Who Want to Lead Better
At High Road Management Training, we help managers across waterparks, family entertainment, hospitality, and recreation build smart systems, better habits, and lasting leadership practices.
Whether you’re new to leadership or carrying a few scars of your own, we’re here to help you take the time—and take the high road.
👉 Let’s talk about how coaching or custom training can support your journey. Contact us here.
