Written by Sharri Margraves, EdD, SHRM-SCP, Director of HR Organization and Professional Development.

I really disliked some parts of being a supervisor in a new land. It’s hard—harder than most people admit. You inherit systems you didn’t design, relationships you didn’t form, and histories you don’t yet understand. You’re expected to bring fresh thinking and respect what already exists. No leader is hired to keep things the same. That tension shows up quickly in one familiar phrase: “Because we’ve always done it that way.” It’s frustrating when change needs to happen and it feels like inertia will never give way to momentum.

For many leaders, especially those new to an organization, this phrase can feel like a wall—talk to the hand. It can feel bad—an excuse, a form of resistance, or even a challenge to authority. Too often, it gets repeated outside the room as shorthand for “they don’t want to change.” When that happens, the phrase stops being a catchphrase to connect with others and starts casting staff in a negative light among peers, colleagues, and senior leaders.

Here’s the reframe: Because we’ve always done it that way (BWADITW) is a valid answer. It just isn’t a complete conversation.

“We’ve Always Done It That Way” Deserves Respect

When someone says “BWADITW,” they are often communicating more than just a habit and not just trying to get you to “leave well enough alone.” They may be signaling:

• Historical constraints you haven’t seen yet
• Past attempts at change that failed—or succeeded
• Risk management in a regulated or high-stakes environment
• Efficiency learned the hard way
• Institutional memory that protects quality, safety, or trust
• Contract or laws that must be followed

BWADITW usually reflects experience, not defiance.

Organizations don’t survive by accident. If something has been done the same way for a long time, it likely solved a real problem at some point. Generally, the leaders who came before you did the best they could with the situation and resources at hand. Treating BWADITW as dismissive—or reporting it as obstruction—erodes trust and undervalues the people who carried the organization forward before you arrived.

Strong leaders don’t shut this down; they lean in.

The Missed Opportunity: Not Asking the Next Questions

The gap of frustration isn’t that someone said, “Because we’ve always done it that way.”
The gap is stopping there. When leaders don’t ask follow-up questions, three things happen:

1. Staff may feel dismissed and become less likely to share insights.
2. Leaders miss operational intelligence that could accelerate improvement.
3. Narratives form that position staff as resistant rather than knowledgeable.

BWADITW should be treated as an open door, not a closed one.

The Questions That Elevate Everyone

Here are a few simple, powerful follow-ups that increase collaboration and effectiveness:

• Does this still work well today?
  Signals respect for the past while opening space for evaluation.
• What works best about the current approach?
  Identifies strengths worth preserving.
• Where does this process struggle?
  Invites honesty without blame.
• If you could change one thing, what would it be?
  Empowers staff as contributors, not critics.
• What do you think our stakeholders would value most here?
  Re-centers the conversation on purpose and impact.
• What constraints should I understand before we consider changes?
  Demonstrates humility and systems thinking.

These questions do two things at once: They validate the work of those who have been there—and they create momentum for thoughtful improvement.

Quick Tips for Leaders When You Hear BWADITW

• Pause your reaction. Annoyance is a signal to get curious.
• Assume positive intent. Most people want the organization to succeed.
• Document what you learn. Institutional knowledge is an asset.
• Separate “always done” from “must be done.” Not everything old is sacred—but not everything new is better.
• Share credit. When improvements happen, name the people whose insight made them possible.
• Model how you talk about staff. How you describe these moments to others sets cultural norms.
• Change causes people to be fearful—what if you eliminate their job?
• Trust must be built over time. Building respectful cultures will help you get there faster.

Moving Forward Together

Honoring experience and driving change are not opposites. The most effective leaders do both—simultaneously. They recognize that progress doesn’t come from dismissing the past, but from building on it with intention. Remember the adage, slow is fast and small is big when thinking about improvements, aka “change”.

When leaders elevate their skill in these moments, they send a clear message:

• Experience matters
• Voices matter
• Improvement is a shared responsibility

BWADITW isn’t the end of the conversation. For skilled leaders, it’s the beginning of a better one. Remember that all improvements involve change, but not all change causes improvement.