I love short cuts, particularly when driving. If there’s a way to shave off a few minutes of my trip, I’m happy to take it. In the long run I’m not sure exactly how much time I gain versus how much time I actually waste trying to find these shortcuts, but I continue to look for them none-the-less.
Shortcuts in business however, are another matter entirely. I was recently having a conversation with an individual discussing my company and the kinds of skill development I do. We talked about that when things are financially tight, as they have been for the past while, companies are even more concerned about finding ways to limit expenditures and increase revenues. As we talked, we both came so the same conclusion that while appropriate cuts or limitations may be necessary, short cuts were potentially very hazardous.
In his book, “How The Mighty Fall”, Jim Collins outlines four common stages that companies, including great ones, generally move through if they fall. As usual, Collins presents some very intriguing and thoughtful ideas. He doesn’t mention short cuts specifically, but it seems to be a theme that runs throughout the entire process. As trouble begins, even great companies are tempted to look for the quick fix or the ‘silver bullet’ as Collins puts it.
“…grasping can produce a brief improvement, but the results do not last. Dashed hope follows dashed hope follows dashed hope yet again. Companies…try all sorts of new programs, new fads, new strategies, new visions, new cultures, new values, new breakthroughs, new acquisitions, and new saviors. And when one silver bullet fails, they search for another and then yet another. The signature of mediocrity is not an unwillingness to change. The signature of mediocrity is chronic inconsistency.” (pg. 92)
Paying attention to the fundamentals, the core of what we do, the values that are fundamental to who we are, is especially important when things are tight and we feel the pressure to ‘produce’. Change may in fact be needed, but thoughtful change that is part of a larger, longer process directly tied to our core values, is generally more productive than any short cut we may be tempted to take.
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Short Cuts
I love short cuts, particularly when driving. If there’s a way to shave off a few minutes of my trip, I’m happy to take it. In the long run I’m not sure exactly how much time I gain versus how much time I actually waste trying to find these shortcuts, but I continue to look for them none-the-less.
Shortcuts in business however, are another matter entirely. I was recently having a conversation with an individual discussing my company and the kinds of skill development I do. We talked about that when things are financially tight, as they have been for the past while, companies are even more concerned about finding ways to limit expenditures and increase revenues. As we talked, we both came so the same conclusion that while appropriate cuts or limitations may be necessary, short cuts were potentially very hazardous.
In his book, “How The Mighty Fall”, Jim Collins outlines four common stages that companies, including great ones, generally move through if they fall. As usual, Collins presents some very intriguing and thoughtful ideas. He doesn’t mention short cuts specifically, but it seems to be a theme that runs throughout the entire process. As trouble begins, even great companies are tempted to look for the quick fix or the ‘silver bullet’ as Collins puts it.
“…grasping can produce a brief improvement, but the results do not last. Dashed hope follows dashed hope follows dashed hope yet again. Companies…try all sorts of new programs, new fads, new strategies, new visions, new cultures, new values, new breakthroughs, new acquisitions, and new saviors. And when one silver bullet fails, they search for another and then yet another. The signature of mediocrity is not an unwillingness to change. The signature of mediocrity is chronic inconsistency.” (pg. 92)
Paying attention to the fundamentals, the core of what we do, the values that are fundamental to who we are, is especially important when things are tight and we feel the pressure to ‘produce’. Change may in fact be needed, but thoughtful change that is part of a larger, longer process directly tied to our core values, is generally more productive than any short cut we may be tempted to take.
This entry was posted on Thursday, December 3rd, 2009 at 5:21 pm and is filed under Comments. You can follow any responses to this entry through the RSS 2.0 feed. Both comments and pings are currently closed.