We cannot solve our problems with the same thinking we used when we created them. – Albert Einstein
At the turn of the century, Blockbuster reigned supreme in the video rental industry. If your family craved a movie night, chances are, someone had to drive to one of Blockbuster’s 9,000 stores, stroll through rows of DVD-lined shelves, and hand a membership card to a blue-clad employee.
When Reed Hastings, founder of the fledgling startup called Netflix, met with Blockbuster CEO John Antioco in 2000 to propose a partnership, he was laughed out of the office.
Despite changing consumer preferences, Blockbuster doubled down on its store-first model by offering popcorn, books, and toys, while Netflix experimented with a subscription model and no late fees. Only 10 years later, Netflix became one of the largest streaming sources on the internet. Blockbuster declared bankruptcy.
That story is a reminder of what potentially can happen if we do not question our thinking and systems regularly.
Andy Stanley once observed “We should remember that every tradition was originally a good idea – perhaps even revolutionary. But every tradition may not be a good idea for the future.”
Think about your current systems and ways of doing things whether in the context of your organization or elsewhere. What traditions or ways of doing things remain in place? How long has that been? Would they still be considered a good idea or revolutionary by today’s standards?
I am not advocating dumping standing traditions for the sake of dumping them. I am challenging you to question your thinking about them. How could an honest assessment potentially be beneficial to you? Consider the following.
How many of the current traditions and ways of doing things in your organization are inherited or passed down over time?
There may be ways in which you operate in your organization and no one quite understands why other than to say “This is the way we’ve always done it.” If so, now might be a good time to evaluate whether a change can be made.
What would be the most uncomfortable thing about making a change to your standing traditions?
Would it be the fear of possible pushback? Would it be the fear of it being obsolete and time to replace it?
What new advancements in operating systems, technology, and training exist now that didn’t when your traditions were first established?
Over time, things streamline and improve. What advancements and updates could help you operate more efficiently? What training and development would improve employee morale and engagement? Give yourself permission to keep up with the times you are now in.
Are the original goals of your traditions being met and achieved?
If not, why are you still holding on to them? Is it time to do away with them or refine them? Either way, no standard way of doing things should exist if they are not moving the needle in the right direction.
Are you the catalyst for change or the status quo?
There comes a time when every leader must come clean with an honest answer to this critical question. Are you holding your organization, team, or yourself back because you are stuck in the past? Does the memory of the “way things used to be” mean more than the possibility of what could be next?
Questioning your thinking is not easy. It speaks to your motives, your vision, and yes, to your relevance as a leader going forward.
John Maxwell was right when he said, “If you want to reject popular thinking in order to embrace achievement, you’ll have to get used to being uncomfortable.” And this is why it’s important to question your own thinking.
What questions are you asking yourself today?
©2024 Doug Dickerson
