
Leading Change When Tradition Stands in the Way
Tradition is the most formidable opponent a reformer will ever face, because it is defended by good people for good reasons. Drawing on his campaign to change a ninety-year-old boxing rule, Asad Shamim explores how leaders can honour tradition while refusing to be imprisoned by it.
The Most Honourable Opponent
In five years of campaigning to change one of British boxing's oldest rules, I never once faced an opponent I could dislike. That is what makes tradition the most formidable force a reformer encounters: it is defended by decent people, for reasons that were once excellent, with a sincerity that shames cynicism. The rule that excluded boxers with Type 1 diabetes from professional licensing had stood for nearly ninety years, and everyone who upheld it believed they were protecting athletes.
They were not wrong to care. They were only wrong about what modern medicine had made possible. Understanding that distinction is where leadership against tradition begins.
Tradition Is Congealed Judgement
Every tradition began as somebody's good judgement. The boxing rule was written when diabetes could not be monitored in real time and management tools were primitive; excluding affected athletes was, by the standards of that era, a defensible medical position. But judgement, once codified, stops updating. The world moves and the rule stands still, until the gap between them is measured in careers denied.
Leaders confronting tradition should therefore ask not "why is this rule foolish?" but "when was this rule wise, and what has changed since?" The first question insults the institution. The second invites it to think alongside you. Throughout the campaign that secured the first UK professional boxing licence for a boxer with Type 1 diabetes, the second question was our constant frame.
The Reformer's Burden
Because tradition holds the presumption of legitimacy, the burden of proof falls entirely on the challenger, and it is heavier than newcomers expect. We accepted that burden deliberately. Working with medical experts, we assembled the evidence that modern glucose monitoring and structured protocols could meet every safety standard the sport required. We documented, tested and refined until the case was not merely persuasive but defensible by the very officials who would have to answer for it.
This is the reformer's burden, and it cannot be shortcut: you must know the tradition better than its defenders, and the alternative better than anyone.
Honouring What the Tradition Protects
The turning point in any campaign against tradition comes when the institution realises you share its deepest purpose. Boxing's licensing rules exist to protect fighters. Our campaign never disputed that purpose; we argued that the purpose was now better served by individual medical assessment than by blanket exclusion. We offered the institution a way to be more faithful to its own values, not less.
I have applied this insight throughout my career, from building businesses to the strategic advisory work I now undertake internationally: never ask an institution to betray its purpose. Show it a better instrument for the same purpose.
Patience as Respect
Change that overturns ninety years cannot be rushed, and attempting to rush it signals disrespect. The five years the campaign required were not wasted time; they were the price of legitimacy. Each year allowed scrutiny to be exhausted, objections to be answered and confidence to accumulate. When the decision finally came, no one could say the institution had been bounced into it. The change was slow enough to be owned, which is why it will last.
Reformers in a hurry should reflect on this: speed can win a decision, but only patience wins a precedent.
Tradition, Renewed
The greatest misunderstanding about campaigns like ours is that they defeat tradition. They do not. They renew it. British boxing's tradition of protecting its fighters now includes protecting their right to be judged on evidence. The athlete who received that first licence carries the tradition forward every time he competes: proof that the sport's values survived the death of one of its rules.
Leading change when tradition stands in the way is, in the end, an act of deep respect: respect for what the tradition protects, expressed through the courage to update how it protects it.
Tradition, handled well, becomes an ally rather than an obstacle. The officials who eventually approved the licence did not feel they had betrayed their sport's heritage; they felt they had extended it, adding a chapter in which boxing's duty of care was expressed through modern medicine rather than a blanket exclusion. That is the outcome every reformer should aim for: not a tradition defeated, but a tradition renewed. When the people who guard the old story become the authors of the new one, the change is safe from reversal, because its former opponents are now its custodians. Achieving that took five years of patience, but it produced something a quick victory never could: a decision the institution is proud of. That philosophy guides everything I do, as my about page sets out, and I am always glad to discuss it with fellow leaders through my contact page.

