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TIME FOR CHANGE
Is it Time for Change
Did you want to change? Were you ready for change? Are you ready now? Do you like change?
Lately, I’ve been hearing a lot about change. It seems that when people run out of excuses for failures, they look for change and embrace it as the way to salvation. Must you destroy the road you came down so that you only have the road ahead? Is change a one-way trip? I can understand how religions might proffer this philosophy, and indeed would thrive on it because their mandate is, by design, narrowly focused, but for a business, it foreshadows disaster.
In tough economic times, like these, when fear often trumps intellect, it’s easy to go into survival mode, business and personal, but that’s counter-intuitive, and counter-productive. But, can you tell that to someone who thinks the way out of this mess is through change? We must of course, or we won’t emerge better for the lessons in front of us. Stop the insanity.
All too often, businesses will confuse progress with change. Actually, they just substitute the two, assuming they’re interchangeable and synonymous. But they’re really not. Companies in Def-Con 1 will aggressively take up the cause for change, any change. After all, anything has to be better than what’s happening now. But that call-to-arms presumes that what is happening now can be affected by change, drastic, sudden or otherwise. Managers, especially the inept ones, will run rampant making changes, just to show change. And what simpler more readily accessible tool is there for change then staff. It must have been their fault anyway, right? You did say that change was a good thing, didn’t you? If I make changes, am I not doing my job well? Simple relationship formula we learned in grade school – Change is Good - I’m making Changes – therefore - I’m Good. That’s why they smile when they’re handing out pink slips.
Has that company made any progress? Has that company eased the burden of this recession? Has that company moved itself forward or positioned itself for the aftermath of this debacle? Or has that company simply hunkered down, hiding in the storm shelter until the weather clears, and hoping that the house will still be standing and people outside will remember them. Certainly, that’s not progress.
Progress is very much a round trip on a two-way street. Progress is about utilizing the lessons and capitalizing on the successes of the past. Getting rid of staff for the sake of change is not progress. Enable your staff, guide them and work with them, in and toward a better direction. The same tactics that made you successful in the past will likely make you successful in the future. You don’t have to change the formula. There are new tools, new venues, new media, and new ideas that will change it for you, so long as you stay alert, stay exposed, and stay in the game.
I don’t like change, but I love learning. And through learning I seem to constantly change. Slowly perhaps … but I’m making progress.
Bob Schecter
Did you want to change? Were you ready for change? Are you ready now? Do you like change?
Lately, I’ve been hearing a lot about change. It seems that when people run out of excuses for failures, they look for change and embrace it as the way to salvation. Must you destroy the road you came down so that you only have the road ahead? Is change a one-way trip? I can understand how religions might proffer this philosophy, and indeed would thrive on it because their mandate is, by design, narrowly focused, but for a business, it foreshadows disaster.
In tough economic times, like these, when fear often trumps intellect, it’s easy to go into survival mode, business and personal, but that’s counter-intuitive, and counter-productive. But, can you tell that to someone who thinks the way out of this mess is through change? We must of course, or we won’t emerge better for the lessons in front of us. Stop the insanity.
All too often, businesses will confuse progress with change. Actually, they just substitute the two, assuming they’re interchangeable and synonymous. But they’re really not. Companies in Def-Con 1 will aggressively take up the cause for change, any change. After all, anything has to be better than what’s happening now. But that call-to-arms presumes that what is happening now can be affected by change, drastic, sudden or otherwise. Managers, especially the inept ones, will run rampant making changes, just to show change. And what simpler more readily accessible tool is there for change then staff. It must have been their fault anyway, right? You did say that change was a good thing, didn’t you? If I make changes, am I not doing my job well? Simple relationship formula we learned in grade school – Change is Good - I’m making Changes – therefore - I’m Good. That’s why they smile when they’re handing out pink slips.
Has that company made any progress? Has that company eased the burden of this recession? Has that company moved itself forward or positioned itself for the aftermath of this debacle? Or has that company simply hunkered down, hiding in the storm shelter until the weather clears, and hoping that the house will still be standing and people outside will remember them. Certainly, that’s not progress.
Progress is very much a round trip on a two-way street. Progress is about utilizing the lessons and capitalizing on the successes of the past. Getting rid of staff for the sake of change is not progress. Enable your staff, guide them and work with them, in and toward a better direction. The same tactics that made you successful in the past will likely make you successful in the future. You don’t have to change the formula. There are new tools, new venues, new media, and new ideas that will change it for you, so long as you stay alert, stay exposed, and stay in the game.
I don’t like change, but I love learning. And through learning I seem to constantly change. Slowly perhaps … but I’m making progress.
Bob Schecter
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