We become so accustomed to what we wear or how we do things that we develop a cognitive blind spot. In behavioral psychology, this is known as the Status Quo Bias. Coined by researchers William Samuelson and Richard Zeckhauser in 1988, this bias describes our deep-seated preference for maintaining our current situation.
We stick to familiar choices, even if they frustrate us, because change feels risky and requires mental effort. But in doing so, we become completely blind to other options that might suit us far better. Kimi saw past my personal “status quo” and found options I would have scrolled, and strolled right past.
The Need to Control
If we hate a process, why do we hold onto it? It comes down to our psychological need for control. Humans often suffer from the Illusion of Control, a cognitive bias that leads us to believe we have greater influence over outcomes than we actually do.
In organizational psychology, studies show that a strong desire for control is one of the biggest barriers to effective delegation. We fear that handing over responsibilities means losing oversight or quality. We grip tightly to the reins, whether it’s picking out a blazer or managing a cross-functional project, because stepping back feels uncomfortable, even when we hand those reins to a specialized expert.
The Power of Core Competencies
There is a strategic cost to holding onto tasks we aren’t experts in: it drains our cognitive load. In business strategy, we talk constantly about identifying a company’s Core Competencies, the unique capabilities that give a business its competitive advantage, and outsourcing the rest.
We need to apply this same strategic lens to our personal and professional lives. My core competency is leading transformations that have started to go sideways or have serious change resistance. Kimi’s core competency is styling and curating wardrobes. By spending hours trying to do shopping or my personal trainer’s, or my hairdresser’s job, I am wasting time and mental energy that I could be applying to my own areas of expertise or simply using to read a good book or float in a jacuzzi. Outsourcing tasks that fall outside your core knowledge isn’t a sign of inability; it is a masterclass in strategic resource allocation.
Why We Need Outside Eyes to Notice Our Blind Spots
There is one final, critical reason why outsourcing and trusting others is so vital: we are notoriously bad at diagnosing our own ill-being. Every day, when I look in the mirror, I get used to my reflection. I might not notice that a piece of clothing is worn out or no longer suits the professional I am today. But when an expert or sometimes even a colleague looks at me, they have an objective, fresh perspective. They instantly see what isn’t working or at least that there has been a change. The exact same phenomenon happens with our health and well-being at work. In psychological frameworks like the Johari Window, this is known as our Blind Spot. Things that are apparent to others, but unknown to ourselves.
When we are in the thick of a high-pressure situation, be it everyday work, transformation, or project, we experience “creeping normality.” We habituate to increasing levels of stress, convincing ourselves that working late, feeling constantly anxious, or skipping lunch is just “part of the job.” We think we are holding it all together. But a trusted colleague, a mentor, or an observant leader can usually see the signs of declining well-being. The shorter temper, the dropped balls, the lack of energy, that haggard look, long before we admit to ourselves that we are struggling.
This is why clinging to control is so dangerous. If we isolate ourselves and refuse to let others in on our processes, we cut ourselves off from the very people who can hold up the mirror and say, “This isn’t working for you anymore. Let me help.”
Redesigning Your Operating Model
Think about your daily routines and team dynamics. How often do you cling to stressful, outdated workflows or spend hours on tasks outside your core knowledge simply because “that’s how I’ve always done it”?
When we let our need for control overpower our logic, we sacrifice our own well-being and efficiency. We hold onto tasks that drain our energy, which increases stress and limits our potential. By refusing to explore better operating models or delegate to others, we become the bottleneck to our own growth and health.
Whether it’s your closet or your career, sometimes the most strategic decision you can make is to surrender control of the process. We don’t have to do it all ourselves. Sometimes, we just need to let go, trust the experts, and find our own Kimi.
