Thinking Differently about the Status Quo
March 22, 2016
Photo by David Clode on Unsplash
Our business lives are filled with automatic action and reaction moments similar to muscle memory that occurs during physical exercise and the unconscious mental and body functions that we rely upon to exist. One of the best examples of the automatic, unconscious aspects of life is breathing -- the minute you begin to think about it, your awareness changes what naturally happens. In a similar fashion, there are reflex behaviors and statements in organizations which generally hamper innovation, creativity and maintain the status quo as they become fixed in organizational mythology, accepted as a core custom. It takes an evolved leader to challenge what the automatic behavior and statements represent: thinking based on fear, negativity, and comfort with mediocrity, and to demonstrate the danger that simply doing what has "always" been done has to the overall welfare of the company. To counteract the automatic and status quo identify traditional actions and reactions that are fixed throughout the organization and have become accepted as the "norm" whether good for the company or the employees.
For example, many organization have a long-standing tradition of promoting star performers to management positions. It is among the most confounding and inevitable practices ingrained in the DNA of organizations. An individual who is fulfilled in their current role and recognized by peers as a great performer is “rewarded” by leadership and promoted to a management position for which they have little or no training, interest or skill. The successful professional is taken from the job at which they excel and enjoy and then when s/he fails or is less than successful, leadership is surprised at the outcome. Consider, of your current managers or directors, how many were promoted because they excelled at a functional or operation activity (e.g., marketing, selling, analyzing, or designing)? Yet, the skill and knowledge it takes to succeed in a functional or operational activity does not automatically translate into the abilities needed to successfully manage and lead a team of employees. Managerial roles require far more thinking and planning activities and far less hands-on, individual action. Managerial roles require individuals to be a leader-coach, not a star performer; a professional who understands what the team needs to succeed, not an extension of the team. Within your area review how many promotions have resulted in less than stellar returns with star performers leaving the company as their frustration reached the point of no return. This will demonstrate if your organization is functioning automatically based on ideas and beliefs that are no longer relevant.
To change this reality conversations must shift to supporting the individual who loves what they do and has no interest in becoming a manager. The star performer in any area must clearly understand they are respected and valued for their contribution. The goal is to keep them as a productive, successful members of the team and so any offerings of advancement or training should relate to their chosen path. If there is an interest in managing, a process of discovery and learning should be undertaken before any repositioning to a director or manager position. The time and support provided in advance of the change will benefit the individual and the organization and avoid Albert Einstein’s definition of insanity: “doing the same thing over and over again and expecting different results.” It will be the first step in redefining why traditions from the past decade aren't acceptable in the era of disruption!
Dr. Lalia Rach is founder and partner of Rach Enterprises, a consulting firm that takes an uncommon sense approach and delivers genuine ideas that challenge traditional thinking. Blending professionalism, intelligence and enthusiasm, Lalia stimulates new thinking on leadership, risk-taking, strategy and innovation for clients who are seeking to escape the status quo. Lalia is a trusted adviser to senior level executives at many leading organizations due to her straightforward approach to business concerns and creative solutions that are results driven.