(1:04) "Not all change leads to progress. But progress is impossible without change."(1:01) I think it is natural to be afraid of change. In nature knowing what to expect and how to deal with it can literally mean the difference between life and death. Not adapting to change can lead to the elimination of an entire species. Adapting successfully means survival and thriving over time.
(0:53) While I need look no further than my two dogs to witness the comfort they take from routines, I know that one thing that makes humans different is that we can deal with the uncertainty and fear that comes with change. And in dealing with it we can actually embrace change rather than simply respond to it. That is the difference between getting by and moving forward.
(0:42) The fact is that you cannot prevent change from happening. If you try you will only waste a lot of energy. It is far wiser to use that same energy to adapt to change by learning how to make it work for you.
(0:36) The next time your organization sits down for a strategy meeting or budget discussion, try throwing away what you did before. Take the position that you are starting your business anew, that you can go in any direction you wish, and then ask, "What would we do?"
(0:29) I'm not saying that you should necessarily change everything or anything. I'm saying that you should always be open to trying a new direction, considering that what worked before may not work any longer, in other words, be open to change.
(0:21) Coming from an entrepreneurial background, I'm always amused when people speak with awe of some amazing David and Goliath story. The tiny little start up that ousted the market leader. In every case I've seen, the defining moment was when the market leader fought change while the start up used it to their advantage.
(0:10) So be nimble, embrace and even encourage change. Use it to move forward and find new successes.
(0:06) "If you always do what you've always done, you'll always get what you've always got."
(0:02) And that's the marina minute.
