Every organization has issues that cannot be resolved for years. These are those from the quadrant “not urgent, but important”, and later - “because it is long and hard”. They knew more than one year of waiting before they were carefully put aside. These questions, as ancient fossils, are of considerable value, because they can be used to read the history of the company. The events of past years and cataclysms have been layered with annual rings and, if you study them carefully, you can comprehend the essence of things. Because information is carried not only by what works, but also what does not work.
About enthusiasm and its consequences.
When a new person is hired for a company, a candidate with enthusiasm and burning eyes often looks more attractive. They give preference to him - he kindles and inspires hope for a better future.
Fresh ideas, enrichment of experience and a surge of new energy. People come alive and get involved. And the owner is happy. But how often does this newness benefit in the long run?
For 15 years, I have become convinced that only very strong people are capable of making meaningful changes based on enthusiasm. And at a very high price. In the classical scenario, sooner or later, the existing culture and system erases such people.
It all starts at an emotional peak. From the belief that anything is possible. That's how simple it worked in the previous company! A lot of ideas and tasks will come from a person to colleagues. The people involved will try to help.
This is followed by criticism of existing approaches and attempts to do it differently. For the most experienced people, it will soon become annoying. Because the tasks have already been tried to be solved in a similar way, and there is no point in repeating. Because he burns in the funnel of his stormy activity not only his time, but also the time of those who are only indirectly connected with his processes. And he will rest against tacit resistance - around him will gradually create an appearance of stormy activity and a lot of fuss, but for some reason the changes will not take root.
At some stage, this person will emotionally burn out trying to hold on to the result, having received too many hits against an invisible wall.
Two expected decoupling scenarios:
- He will fall into the operating system, exhaust the resource of time and become like everyone else. If he is a good manager, he will bring this operating system to perfection and become the best among his own. But the company will never make a qualitative turn.
- People will begin to be annoyed by his excessive fussiness and underestimation of the interests of all parties. And his strategic initiatives, not backed by operational activities, will lose their weight, as unusable, and people will lose faith and will go about their business (OSes!).
In any case, there will be no significant changes in the company.
So what if changes are really needed?
When it seems that there is no hope of making a turn into a bright future, it is worth digging into the bins and finding valuable minerals there - tasks that were once set, but were never solved. You only need someone who remembers why.
You realize that before you there were many smart people working in the company. But their actions did not lead to the desired result - and there were serious reasons for that. If you do not think that you are much smarter and more experienced, but imbued with respect for their work and try to figure it out, then the original plan of changes can be significantly reduced. By eliminating one cause, you can cope with an endless series of consequences that have been trailing behind it for many years. After all, when the essence is clear, then complex becomes simple... And immediately vanity and hectic activity will disappear - they will be replaced by conscious actions with meaning and benefit.