The Fall of Giants: Confronting the Barriers that Hold Us Back

I never cease to be amazed at the contradictions we face in life and leadership. This weekend, as I reflected on Donald Lawrence’s song, Encourage Yourself, I found myself thinking about two distinct but equally daunting giants that weigh on our personal and professional worlds.

On Saturday, I spoke at a walk in Griffith Park in Los Angeles in honor of those who have lost loved ones to opioid overdoses. I stood before a group that included a mother whose son died from an accidental fentanyl overdose. In that moment, I realized that grief and loss are giants we carry within us—giants that loom large, threatening to break us.

Then, on Sunday, as I hiked my favorite trail at Kenneth Hahn Park, I contemplated the external giants that pervade our professional lives—corporate systemic barriers, unyielding leadership structures, and toxic workplace cultures. These too are towering, oppressive forces that must be confronted.

The Giants We Face

Whether internal or external, these giants—be it grief, corporate greed, or entrenched systems of power—can be slain. They seem larger than life, intimidating us with their size and dominance. But the truth is, they all fall when we face them with enough courage and resilience.

It takes extraordinary bravery to stand up, pull out a sling, and aim at giants that seem insurmountable. These giants, both in our lives and in the organizations we serve, take up space in ways that can feel overwhelming. They sit in boardrooms, in outdated policies, and in the internal narratives we tell ourselves about power and control. They have roots in generations of tradition, with little room for new innovators who challenge the status quo.

Outdated Giants: Corporate Cultures in Crisis

In today’s corporate landscape, we are witnessing the collision of four different generations in the workforce. Despite this diversity, our leadership models have remained largely stagnant—still centered on squeezing the most from employees while giving the least in return. This archaic approach is a giant in its own right, one that desperately needs to be dismantled.

There is a fierce battle at hand, much like the fight against opioid overdoses, that must be led by morals and ethics, not by ego or the pursuit of power. These outdated giants must fall, for what is power worth when people are suffering? What good is climbing the corporate ladder if it means stepping on others to get there? How can we sleep at night when our actions harm those we are supposed to lead and protect?

We must question the internal giants we’ve allowed to grow. In leadership, we begin to justify toxic decisions, rationalize workplace culture that prioritizes profits over people, and convince ourselves that we can outsmart the very people we are hurting. We lose our moral compass—one instilled in us by our families, our grandmothers, who taught us to treat everyone with respect and love.

Slaying the Giants of Grief and Systems

Watching that mother in Griffith Park this weekend, fiercely declare that her son’s death would not be in vain, was a profound moment of courage. She confronted her grief by turning it into a mission. She went to the DEA and demanded that colleges teach students about the dangers of opioid overdose. This act of turning pain into purpose is what it means to slay a giant. It’s using the darkest parts of our experiences to heal others and change systems.

As leaders and system disruptors, we face similar battles in the workplace. Dismantling toxic corporate cultures takes a toll on your mental and physical well-being. It’s exhausting to fight for change in an environment that seems resistant to it. But leaving isn’t always the answer. People often say, “Just walk away from that company.” But what if you’ve created something you love within that system? What if walking away feels like giving up on a piece of yourself?

This is the internal battle I face as I watch the systems I work within weigh heavily on my values. Much like the mother who lost her child accidentally, I don’t want to be forced away from something I’ve nurtured. I won’t let corporate giants push me out. The enemy created walls, but remember giants, they do fall.

I’ll just take them down.

The Courage to Continue

The courage it takes to fight these giants—whether in grief, in corporate culture, or in our internal struggles—is immense. But it is also necessary. We must remind ourselves, as Donald Lawrence’s song encourages, that we have the strength within us to face these battles. The giants are daunting, but they are not indestructible.

As leaders, we must confront the internal and external forces that hold us back, using courage, empathy, and a sense of purpose to dismantle systems of harm. We must stand firm in our values, advocate for those we serve, and fight for a better way of doing business.

Giants will fall—whether they are grief, systemic injustice, or corporate greed—but only if we have the courage to face them head-on. Don't let them stop you. Don't let them gaslight you. Don't let them break you.

Be Strong. Be Fearless. Be Courageous.

Be Healed.

Dr. Golden