Time for a change?
Whilst I appreciate it can be difficult to business leaders to find the time, energy and resources to implement the changes they would like to see, there is another complication. Deciding the nature of the change, whether this should be gradual, rapid, incremental or wholesale, is vital if you are to the reach your aspirational point.
In this article, I will cover the pros and cons of each approach, suggesting what might prompt them and in which situations they would be most appropriate.
A limiting mindset – Underestimating potential
Most businesses are further along the growth cycle than they would appreciate. It is common for leaders to view their organisation with a pessimistic eye. This can be because they are realistic with their ambitions, knowing the disappointment of falling short, or because they are simply so familiar with their company that its achievements seem hardly remarkable.
I want you to know right now, that if you are running a profitable, functioning business, then you are successful, whatever your expectations or future targets may be.
A consequence of underestimating your company potential is that decision making can become too cautious, with opportunities missed along the way. Running your organisation on a day-to-day basis, gradually tinkering with the changes you would like to make, can often lead to reduced progress. I recognise that being too reactive and making snap decisions can produce poor results, but with diligent research and consideration, making a fast, impactful moves can yield the best results.
A missing element – An open mind
As leader who desires change, you must be the catalyst, if not the driving force, for this. Demonstrate to your colleagues that you advocate organisational evolution and that if something is not running optimally, you are open to the idea of an update. It has been said of great historical leaders that their determination and dedication to their values was their defining feature. I would argue that in the modern world, respect is generated from showing that you are open to change and to at least considering alternative perspectives.
I understand a hectic timetable can feel all consuming and during these times, altering your approach can neither be possible, nor advisable. However, I would also argue that if you are feeling overloaded this is as a result of an organisational fault that could be solved.
What I’m really saying here is keep an open mind to new ways of working, then when a fresh opportunity emerges, you are ready to take it.
A different perspective – Transformation vs. tinkering
Below are the different approaches to change your business may have currently, or that you might like to adopt moving forward. Each has its own benefits and drawbacks and must be carefully selected, with regard to urgency and necessity.
As described earlier, adaptation is where a leader chooses an initiative that is neither urgent nor essential for current performance. On the one hand, this variety of change is good, because it can run in the background, without dominating the weekly schedule. On the other, this means it can be more easily ignored.
In contrast to this, reconstruction is an urgent task that must be undertaken immediately. An example of this could be a fault on your website, that is not allowing clients to purchase your product. Allow this continue and your profit will be severely impacted. Whilst making rapid change can sometimes seem reactive, if insufficiently considered, there are some problems that require this speedy attention.
More decisive than these methods is a transformative approach that completely changes an aspect of your current work. This could be prompted by an external change, such as a shift in the market, that requires a quick rethink to maintain competitive advantage. Even in less time sensitive situations, more gradual transformational evolution, will likely be dedicated to an important activity, that needs a concerted effort, potentially by a number of people.
Although this may not seem like most conclusive advice, I would say that deep down you will know which method of change is right for the initiative you wish to revise. The most important thing here is staying as informed as possible with the most relevant information across your business. Talk your specialists in each department, to get their take on what requires the most urgent attention, or most wholesale alterations. If this doesn’t seem enough, talk to an objective party, outside of your company to get their thoughts.
Don’t delay adapting aspects that really need to change and don’t jump into quickfire decisions, without proper consideration. Other than that, it’s down to you.
Ask yourself: ‘Is it tinkering or transformation that is required here?’