Recently I was invited to speak to a group of senior executives at a well established national retail company. It’s a business steeped in tradition and admired for its values and commitment to its stores and its employees. They admit however that proactive change is not something they’re widely reputed for. Based on the fact that I am such an advocate of change, I didn’t know exactly what to expect going in.
My presentation centered on how the needs of consumers, the nature of competition and the media are all shifting dramatically. I discussed the many opportunities that are available to companies who embrace change and how they can capitalize on it. A substantial part of the presentation focuses on the continued growth and importance of social networks and media for retailers.
At the end of the presentation I spoke to their Marketing Director who had been trying for months to implement a social media program. He was clearly and understandably delighted to learn he had just gotten the CEO’s approval to finally go ahead with it. He thanked me and I congratulated him and told him that I admired his conviction. It takes courage to fight for what we believe in.
However, as I made my way out of the conference room I realized that the real courage that day was on the part of the company’s CEO. Until now, he had, for whatever reason, been opposed to a social media program but today he allowed his position to change. Sure it takes guts to stand up for what you believe in, but I think it takes even more courage to let go of what you believe in. Divorcing yourself from a long-held belief is like throwing out your favorite pair of jeans – they may be a little dated and worn but they’re damn comfortable…far more comfortable than new ones.
Organizations rarely fail to adapt because their people didn’t realize the need for change. On the contrary, it’s often the rank and file employees that are the most vocal proponents for change. Ironically, it’s often because their leaders simply won’t let go of the past. Consequently, they impede the organization’s ability to change. It seems almost counterintuitive that leadership would stand in the way of progress but it’s often the case. Change can be turbulent, chaotic and uncertain – three things many CEO’s (and the shareholders they answer to) don’t care for very much.
Strangely enough, the barrier to change isn’t a lack of people sticking to their guns. It’s an overabundance of people sticking to their guns. Yes, it takes courage to hold-on in the face of adversity but I maintain that it takes more courage to let go in the face of change.