In the world of rock music, David Lee Roth, the lead singer of Van Halen is remembered not just for his showmanship, but for an unusual contractual clause: a requirement for a bowl of M&Ms backstage with all the brown ones removed.
At first glance, this might seem like the eccentricity of a superstar with a sweet tooth. But Roth's request had a far more practical purpose, he was using a simple "weak signal" to check whether venue teams had read the contract in detail and, by extension, whether critical safety and technical requirements had been overlooked. If a brown M&M was found, it was a red flag to review the setup carefully before the show went on.
At GYST, we see this lesson every day in organisational leadership and culture. The story reminds us that success doesn’t come just from focusing on the obvious, high stakes outcomes. It comes from paying attention to the subtle, often overlooked details, the weak signals that indicate whether a process, a team, or an environment is truly aligned for success.
Understanding Weak Signals
Weak signals are early indicators of risk or opportunity. They are rarely dramatic, but they are highly informative. Just as a single brown M&M could reveal a host of larger issues backstage, small signs in a workplace, like subtle shifts in team communication, an unusual drop in engagement, or an overlooked safety procedure can signal deeper misalignments that will affect outcomes if left unaddressed.
The key is not to personalise these signals, but to "play the ball, not the person." In leadership and safety culture, it’s easy to get caught up in assigning blame or overreacting to human error. But the Roth approach teaches us to use weak signals objectively: they are feedback on the system, not a judgment on individuals. They allow leaders to step back, examine the bigger picture, and act decisively before small issues escalate into critical failures.
Acting on Weak Signals
Being outcome oriented means taking signals seriously and acting immediately. Just as Roth wouldn’t wait until the stage collapsed to investigate, organisations cannot afford to ignore the early warning signs of disengagement, miscommunication, or unsafe practices. By building processes that actively look for weak signals and training leaders to interpret them without bias we create resilient teams capable of maintaining high performance even under pressure.
In practice, this could mean routinely reviewing the "small stuff": inconsistencies in reporting, minor lapses in procedure, or feedback from frontline staff that might otherwise be overlooked. These weak signals, when noticed early, become opportunities for proactive intervention rather than reactive firefighting.
The Bigger Lesson: Vigilance and Attention to Detail
The Brown M&M story isn't about chocolate. It's about vigilance, attention to detail, and the courage to act on what might seem trivial but could have significant consequences. Over the years, my team and I have used this simple expression 'it could be a brown M&M' as a universal signal that something needed further investigation. When we approached it through humble enquiry we'd quickly determine if the Brown M&M was a sign of a bigger problem or a one off moment.
Cultivating a Culture That Notices Weak Signals
At GYST, we help leaders and teams tune into these early indicators and respond effectively, fostering a culture where outcomes are safeguarded not just by talent or policy, but by careful, conscious attention to the signals that truly matter.
About the Author
As GYST's Managing Director, Steve Pettit helps leaders and teams build trust, navigate change, and create strong, high-performing cultures. Drawing on his experience leading teams across different markets, he coaches leaders and supports teams to grow, work more effectively and reach their full potential.
