Don’t Change For the Sake of Change
Although change is inevitable, there are times when you want to maintain the status quo. Sometimes the status quo is needed other times even necessary. Always remember, change happens. Always. Relentlessly. Subversively.
When you consider “change” it is necessary to ask yourself “why?”
Why do you need to change?
Why do you want to change?
Why is change necessary? What are you trying to fix?
Do you have the capability or capacity to change?
Do you have the aptitude to change?
We do not want to force change unless the culture requires it, but changing for the sake of change will often not provide the impetus you are hoping for. Changing seemingly at whim creates chaos, apathy and can be detrimental to team dynamics. The effectiveness of the team begins to wane and urgency falls to a zero-energy state. When this occurs, teams are disjointed. Ad hoc groups form, silos get created and self-preservation begins to set in.
Constant change clouds the vision and direction become murky. Your peers and subordinates lose interest and waddle off to find other things to distract them while waiting for the day when the “new guy” stops being a “change agent.”
Steady
It was stated above that “change happens” — which is it? Change does happen. But change without purpose, without a burning platform can be detrimental.
Remember (or ever hear of) New Coke and Crystal Pepsi?
With New Coke, the Coca-Cola Company was making a play to keep up with the “Pepsi Taste Test” in the 1980’s so they decided to fuss with the original Coke formula, which created a significant bruhaha in the soft drink market. If it was intended to be a marketing ploy it worked wonders, getting everyone to talk about Coca-Cola. Yet after a short stint, the company introduced the Coke Classic, bringing back the original recipe. Good thing, because rum and Pepsi does not sound right.
With Crystal Pepsi, there was an effort to ride the “pure” wave that was pushing through the 1990s. Crystal Pepsi was clear as the name implies, removing any coloring and no caffeine. Yet they also modified the flavor of the soda and pumped it with high fructose corn syrup. They were sort of trying to maybe pass it off as a healthier sports-type beverage. It no longer tasted like Pepsi (I was a Pepsi fan back in that day and can attest it tasted…off). This too failed and was gone in four years.
Both efforts were in effect trying to force a change to recover from a perceived loss in market share or to gain a new audience. From a soda standpoint, it was revolutionary! Meaning they had a revolt on their hands. Their customers were up in arms, and to stay with an 80’s theme — dogs and cats living together, mass hysteria.
In these cases, the forced change was not necessary. There was no need to have a vision change direction. In the case of Coca-Cola, making a change to the then 99-year old recipe. We recognize that change is necessary otherwise we would not have visited the moon. We would not have landed another Mars module. The Internet would not be here.
Leaders need to engage and be in tune with what is happening within their organization and in the markets surrounding their business. They need to continue to learn and understand what is and what is not working within their organizations. We all need to continue to poke at the status quo, and not be afraid to make the tough decision to change direction. Ignore those sunk costs. Do what is needed for survival or success.
When you are in a new role or a new organization above all else, do not start changing things. You have no visibility of the culture of the team you have joined or know the dynamics of that business. Wait at least ninety working days (90 — as in nine zero) before you even consider making changes. Assuming (and yes this is a change) you start doing one-on-ones with your staff, walk the floor, speak with many of the people within the organization. Through this immersion and continual communication will you then begin to understand what is working well, who your strong players are, and what may need to change.
If the new person comes in, guns-a-blazing making changes throughout. This activity promotes disengagement and confusion. Last week it was one thing, this week it is another. Yesterday I was supposed to do this, but today I am supposed to do that. Last month THIS was important, the hottest of the hottest projects, but this month THAT is now the most important thing. These changes distract us from being strategic, from staying the course and actually finishing a task before moving to the next. This is not a successful practice. Stop doing that.
We need to remain focused on the future and not wallow in the past. We need to continually learn to allow us to recognize when we need to change. When necessary. Otherwise, we let nature take its course.
Go forth and be brilliant.
