I recently had an insightful exchange about the dangers of leaning too heavily on contractual theory when addressing client issues. Yes, contracts are vital—they outline expectations and boundaries. But solely repeating “check the contract” or “the contract is clear” can block creativity, innovation, and, ultimately, client satisfaction.

Great leaders understand this:

✅ Use contracts as guardrails, not blinders.

✅ Prioritize solutions over defensiveness.

✅ Balance compliance with collaboration.

✅ Solve problems, don’t just restate obligations.

How have you balanced contracts and practical problem-solving?

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