Abstract: One of the biggest obstacles leaders face when trying to institute change within an organization is the status quo. Here's a way of recognizing the status quo for what it is, your determined, a skilled opponent.
Organizations live and die by results. Yet most organizations to obtain some results that are capable of. There are many reasons for this strategy, poor leadership, inadequate resources, etc. But one main reason is neglected by most leaders. Many organizations stumble because they are imbued with a strong status quo.
The problem with the status quo is not that low achievers. After all, if you know you're getting poor results, you can do something. You can start taking steps to turn them into good results.
The problem with the status quo is getting mediocre results, but represents them as good results. And the bad results are less harmful to the organization of poor results misrepresented as good results.
The status quo is simply the current state of an organization. One might ask: "What is wrong with the current state of an organization?" My answer is: "A great". Indeed, the status quo is always ... sometimes not ... always wrong.
Leadership is not a measure of performance. The results are a measure of leadership. A leader should not always be average results but more results faster, and "more, faster" continually.
The status quo is the enemy of the "fastest results continuously" because the status quo is the status quo in business be the first and second results. His number one priority is always self-preservation.
Of course, without the impulse towards self-preservation, organizations would quickly fall apart. But when the momentum of the leading organization hijacks the need to adapt to changing circumstances, the status quo is a threat.
For example, for years until the mid-twentieth century, IBM had bloomed their machines to perform calculations using punch cards. But the digital revolution has arrived. However, during late 1940 and early 1950 status quo of high officials have been linked to punched cards and were convinced digital lead to disaster.
As CEO of IBM Thomas J. Watson Jr. said in his book, "Father, Son & Co.", "There was not a single solitary soul in the company grabbed a penny of potential that the computer had."
He took his strong leadership to fight the status quo and move IBM into the digital age. If the status quo had prevailed, IBM was the activity in a few years. Yet the status quo put in such a fight that move the organization from punch cards to digital processes nearly destroyed the company.
The example IBM is not the exception but the rule: the success or failure of any organization depends largely on how to deal with its leaders the status quo.
No question about it, if you attempt to enter the kingdom to achieve results faster all the time, the status quo will attack. The question is not "if" but "How?" and "When?"
One way is through attacking the status quo pep talks to get the ardent support. When you are ready for them, is better able to deal with them and go ahead of the curve in fighting the status quo.
Here are some phrases that can be used in the status quo for talks pep rally people against any threat to its existence.
"Pretend to go ahead and go on."
"Just do your job and nothing more."
"I agree with everything they say, but do what you do."
"Let me die a natural death."
"We tried that before and it did not work."
"I'm too busy."
"This is not my job."
"'Em Wait outside."
"You are the leader. Take care of him."
"This is not the way we do things."
"You ruined this organization."
"You do not understand me."
"You do not understand what I'm doing."
"You do not understand our organization."
'It' s more complicated than you think. "
"I'm doing the best I can."
"Give me a break."
"You're not being realistic."
"You squeeze me dry."
"You have better things to do?"
"I have too much on my plate."
"Do not break a blood vessel."
"I'll help - if I do you a favor."
"It's not in my job description."
"It pays the same."
"Why do not you quit while you're ahead?"
"Let studying anymore '."
"Do not go off half cock."
"Too much, too far, too fast."
"We need more facts."
Now that you have an idea what the status quo is and how dangerous it can be, do not let it deter her pep talks from your mission as a leader to achieve better results faster time.
2005 © The Filson Leadership Group, Inc. All rights reserved.
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