Your team can buy a lot of things it needs to be a success. Talent, faster machines, smart consultants, and full page ads in the Times. “But what you can’t buy,” a leader told me, “is history.”
Legacy qualities, such as situational knowledge, emotional connections, “got your back” loyalty, and an ownership mindset, all these and more come by honoring and leveraging the unique past each established company possesses.
Curiously, some organizations with decades of experience willingly chuck aside one of their few competitive advantages: their legacy qualities.
Often, this act is not deliberate, but it’s clear. A team’s targets can be so far away (i.e. disruptive innovation) that where they currently stand looks downright ugly or scary. Which, if unaware, means everything that was done to get the team where they are now (and everyone who did it) was wrong.
“We never” and “they always” become unintended allegations and an indictment that our history has not served us well. In extreme cases, corporate history and the people associated with it are demonized.
The cost is severe when we blame our past for who we are now. We forfeit a resource no one else has. It’s true: What got us here won’t get us there. But what got us here are also remarkable people, tremendous successes, extraordinary lessons, and an identity of perseverance. These assets have the potential for informing the future in limitless ways. That is something you cannot buy.
Amen! Effective organizations need a full spectrum of employees. Some lead by doing their work with pride and vigor and going home. Some lead by driving change. Some lead by by being a “follow on leader” allowing others to set the course and pour their energy into driving the result.
I am a legacy employee, 35 years with one company. I find myself asking “What did we learn last time we tried this?” and “How do we expect the outcome to be different?” I ask these not to be snide or obstructive. I ask these to spark creativity and drive new solutions. My passion is to serve those that set the course.
My perspective is “new leaders” don’t create the time necessary to build important relationships under significant pressure for results. It is simply efficient to be a tyrant. The “tyranny of the urgent.” My opinion is this often leads to the perception that history doesn’t matter.
Do you lead your leaders? Do you disengage and sulk around saying “Here we go again”? Do you know the difference?
Thad – your words are wise and thoughtful. Thank you for sharing your perspective as a legacy employee. You’ve brilliantly expressed your “why” for asking questions that support the innovation of your organization.
I appreciate both Craig’s post and Thad’s reply. Very insightful! All of us possess some level of knowledge and wisdom. The ones who have been around longer have had the opportunity to significantly increase their sample size of experience / knowledge and therefore deepen their reservoir of wisdom. Therefore, all of us have something to gain from the feedback and insights of others! Therefore, to dismiss feedback of any sort is in itself a lack of wisdom that will set one’s self (or one’s company) up for future mistakes and resultant disappointment.
James: Thank you for your add here. So true that we all have something to gain from the feedback and insights of others!
Thad and James – a quick note to share something I believe is key: The manner with which you both share your thoughts and perspectives is strong. There’s no victim mentality, no pity – just responsibility and opportunity. On behalf of the many people you influence, thank you.
– Craig
I have read so many studies showing the value of retaining employees and the value that those living assets provide. I recently found a book authored by a “large” consulting firm that had the title “Outsourcing for Radical Change” in a common area at work. I found this interesting.
Of course, the very next day I see the post by Craig and the comments that reassure my belief that hope is not lost for rallying to leverage the knowledge and key individuals to move the needle further to the right. Thanks for filling my tank.
Great connection, Ray. There is definitely a sizeable amount of research on retention and I love how you’ve connected that to Craig’s post above. Thanks for chiming in to share how this was relevant for you this week.
Success attracts leaders. History brings great lessons. Honor the past for what it is and where it has taken us. Respecting and honoring the past will create unity of purpose among organizations. I’ve heard the saying “if you’re about to travel a road you’ve never been down before, ask someone who just got back”. Our past is a series of efforts, some more successful than others, AND ALL, have built the foundation we stand on today. We can’t change our past, and it is often not in need if fixing. I choose to put my energy towards building on that foundation to build/secure a more stable future versus focusing on fixing something that got us where we are.
Here’s to all the leaders you’ve inspired to create solid foundations for a stable future, Rich! I look forward to using the saying you shared, too.