Summary
In the past few issues, I’ve discussed the importance of finding our own path forward as a company rather than trying to meet external measurements. Today, I want to focus on the influence of our own history.
Congruence Catalyst
Edition 4
In the past few issues, I’ve discussed the importance of finding our own path forward as a company rather than trying to meet external measurements. Today, I want to focus on the influence of our own history.
In the past few issues, I’ve discussed the importance of finding our own path forward as a company rather than trying to meet external measurements. Today, I want to focus on the influence of our own history.
This is also a personal reminder. My biggest struggle is trying to replicate what I did well five or ten years ago – whether in my athletic abilities or how carefree my mind was. But I’ve realized that trying to replicate the past only drags down my ability to use the best version of myself today.
The same challenge arises for companies, which are just groups of people. Most of my career has revolved around helping companies facing challenges. I used to easily agree with the idea that we could bring back the glory days or replicate that one great year. Who doesn’t love a good challenge?
Over time, I’ve come to appreciate the fallacy in this thinking, and I’m bold enough to say:
Turnarounds are a fallacy.