Change Drives Your Business
I
n a recent trip, the founder of Adizes
experienced what many of us do: an
event that throws our daily routine off.
What did that remind him of?
When you have a change that is a major,
disruptive departure from what you are
accustomed to, cursing does not help.
Nor does blaming the idiots who created
your problem. All internal marketing has
to stop or you will just continue to suffer
and nothing will change.
Stop, reconsider and be 100 percent con-
scious of what is going on. Do not waste
any energy trying to understand or analyze
the change.
Focus 100 percent on what is. Accept
reality. Then, by freeing the energy you
were using to oppose the change, you can
dedicate all of your attention to learning
how to manage the change, how to navi-
gate the new territory.
This has implications for your business,
where the rules of success do change. For
a young company, more is better — more
demands change and faster change then
market share, more strategic alliances,
one can even understand.
more, more, more ...
If you are afraid or if you feel you can
wait and analyze for long periods of time
But the time will come when the
company's growth overtakes and then
the changes needed, in 2008 you will most
overwhelms its structure or
likely be watching your compet-
systems. When that happens,
itor win while you have meeting
more is not better. More is
number three.
worse. One item more and all
The real leaders and winners
hell breaks loose.
in 2008 and beyond recognize
And that is when founders of
change is a function of growth
companies often start fighting
and thus a function of suc-
reality and blaming everyone
cess. If you cannot adjust or
else for their difficulties.
implement fast enough, at the
What they need to do instead
very least recognize the need
F. Kevin Browett and find those companies and
is recognize that they are in
Colu mnist
a new world, which must be
people that can help you and
managed differently. Now, bet-
your business recognize the
ter is more rather than more is better. They needs fast and, even more critical, imple-
need to accept the change and change their ment the changes while team members
behavior accordingly.
and staff adjust to the fact that change is
We are in a world now that mandates
needed at all.
change; with the Internet, the world
George Soros, in one of his books, said
that "the secret of his success was that he
identified his mistakes early and corrected
them early." Most of us, when we make
a mistake, will deny it until it cannot be
denied anymore — and then we take more
time than necessary to correct it.
Or as another very smart professional
said, "If you are not moving forward, you
are dying, so step ahead and step faster
then ever before — your competition cer-
tainly is!'
❑
Source: "Corporate Lifecycles: How And Why
Corporations Grow And Die And What to Do
About it," by Chaka Adizes (Prentice Hall, 1988)
E Kevin Browett, is COO of Jewish Renaissance
Media, parent company of the Detroit Jewish
News. He is a former vice president of Kmart
Corp. and a past small-business founder and
officer.
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July 10 • 2008