Success impulse: We are amazingly versatile
Man is capable of change and can adapt quickly to new normalities. But he is not good at anticipating change: This is the only explanation for the fact that humans hardly ever act proactively, but only react to pressure. Our author names three areas that offer a lot of potential for faster change.
Let's be honest: if I had predicted to you a year ago that people from the USA would no longer be allowed to enter the EU, would you have believed me? Or that we would only be allowed on trains wearing masks? Or that it is clear that no one knows where we will stand economically at the end of the year?
Collectively versatile
Well, now we're in the middle of it - and you're probably feeling something like me: somehow it's still going ahead, sometimes not even badly. And what was unimaginable yesterday is now the new normal. And that's exactly why we as a human species have made it this far (for better or worse) despite very unfavorable physical conditions: we are collectively and consciously extremely adaptable and changeable.
Areas with potential for change
Here comes the point for you as a leader or CEO: we are good at adapting due to constraints, but we are bad at anticipating change. This is exactly the problem with any strategy implementation or culture change: if people don't FEEL the absolute need (ie: emotionally), they won't change. Here are three areas where I keep seeing enormous potential for faster and more consistent change:
- Business models
Corporate graveyards are full of companies that believed their business model would last for all time. Only to be swept away, often within a few years. Why is it so hard to change business models or generate new ones? I see two main reasons: First, too few know how to do it (test: ask members of your leadership team individually what business model your company is currently practicing; you will get many different answers - if any). And second, the existing is much more convenient and seemingly safer after all. - Winning Team Culture
Our culture is mostly what keeps us in the comfort zone. Few companies manage to create a culture of discomfort where there is ongoing development, some of which is exhausting. You need the right mindset for that. You can work on that. Or better: you HAVE to work on it. And on an ongoing basis. In any case, I see very few SMEs that consciously shape their culture. - Customer loyalty
It is astonishing that there is still considerable potential for better customer retention in most companies, even though there are dozens of books and courses on the subject. This, too, has more to do with inner attitude than with processes.
In all these areas, what you consider normal today may be obsolete tomorrow. I recommend that you continuously review these issues with your management team. This is the most important leadership task.
To the author:
Volkmar Völzke is a success maximizer. Book author. Consultant. Coach. Speaker. www.volkmarvoelzke.ch
