There is this inertia that most people in business who think they are successful have that prevents them from acting on things until it is too late. It is why they are caught unawares by change.

I read ”Only the paranoid survives” and I am seeing it play out in real life again.

Constant paranoia doesn't mean acting like a crazy person or even a mean and greedy person. It means that you are constantly aware that adverse change can make you irrelevant very quickly. The speed of irrelevance is much faster now and it largely depends on team types.
Some teams can be deluded. They believe too much in themselves because of past glory that it clouds their ability to see future danger. When the unexpected finally happens, they turn on each other and blame themselves and abandon the ship. They have always been living a lie.
Some teams can be totally ignorant of what is happening around them and can have tunnel vision. They end up working on products that have become irrelevant before they finish. They still believe somehow that others will adapt to them and csnf understand why failure happens.
Some teams can have extreme keyman risk. One person knows most of what needs to be done and nothing works well when that person is not in the picture. This type is more prevalent than we can imagine. Once one person takes more initiative, others just become passive.
I have encountered all of these scenarios internally and externally. As much as we can talk about the role of leadership in shaping an changing teams, the environment where these teams reside to make the most difference. I’ve seen the massive difference moving people around makes
Inertia also has to do with place. Once people get into comfort zones physically, they also enter into it mentally. The biggest risk is usually not discomfort but comfort. When people settle into a pattern, it is extremely hard to change them. This is why firing is an option.
Performance systems work when there is consequence. I remember how strict Arthur Anderssen/Anderssen Consulting (eventually Accenture) used to be about firing for performance lapses. It is what made them last for a long time as an institution. If you don't pass exams you leave.
A good performance system should dissociate a manger from the managed. Many people fail to implement those systems because they are looking for someone to take the role. I have found out that having people in those roles can compound problems too if they are clueless.
After struggling to implement OKRs and seeing complete lack of understanding of the concept and commitment, I have also realized that smaller companies need accountability models that everyone is committed to and understand the necessity as well as consequence of noncompliance.
No matter how much you try to shape an internal culture, the external creeps in. To succeed in creating one in our part of the world, people need to have exposure to understand that others don't have ”two heads” as we say locally.
This is a book I will ALWAYS recommend. Buy it for everyone on your team.

More from Osaretin Victor Asemota

More from Life

1/ Some initial thoughts on personal moats:

Like company moats, your personal moat should be a competitive advantage that is not only durable—it should also compound over time.

Characteristics of a personal moat below:


2/ Like a company moat, you want to build career capital while you sleep.

As Andrew Chen noted:


3/ You don’t want to build a competitive advantage that is fleeting or that will get commoditized

Things that might get commoditized over time (some longer than


4/ Before the arrival of recorded music, what used to be scarce was the actual music itself — required an in-person artist.

After recorded music, the music itself became abundant and what became scarce was curation, distribution, and self space.

5/ Similarly, in careers, what used to be (more) scarce were things like ideas, money, and exclusive relationships.

In the internet economy, what has become scarce are things like specific knowledge, rare & valuable skills, and great reputations.

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#ஆதித்தியஹ்ருதயம் ஸ்தோத்திரம்
இது சூரிய குலத்தில் உதித்த இராமபிரானுக்கு தமிழ் முனிவர் அகத்தியர் உபதேசித்ததாக வால்மீகி இராமாயணத்தில் வருகிறது. ஆதித்ய ஹ்ருதயத்தைத் தினமும் ஓதினால் பெரும் பயன் பெறலாம் என மகான்களும் ஞானிகளும் காலம் காலமாகக் கூறி வருகின்றனர். ராம-ராவண யுத்தத்தை


தேவர்களுடன் சேர்ந்து பார்க்க வந்திருந்த அகத்தியர், அப்போது போரினால் களைத்து, கவலையுடன் காணப்பட்ட ராமபிரானை அணுகி, மனிதர்களிலேயே சிறந்தவனான ராமா போரில் எந்த மந்திரத்தைப் பாராயணம் செய்தால் எல்லா பகைவர்களையும் வெல்ல முடியுமோ அந்த ரகசிய மந்திரத்தை, வேதத்தில் சொல்லப்பட்டுள்ளதை உனக்கு

நான் உபதேசிக்கிறேன், கேள் என்று கூறி உபதேசித்தார். முதல் இரு சுலோகங்கள் சூழ்நிலையை விவரிக்கின்றன. மூன்றாவது சுலோகம் அகத்தியர் இராமபிரானை விளித்துக் கூறுவதாக அமைந்திருக்கிறது. நான்காவது சுலோகம் முதல் முப்பதாம் சுலோகம் வரை ஆதித்ய ஹ்ருதயம் என்னும் நூல். முப்பத்தி ஒன்றாம் சுலோகம்

இந்தத் துதியால் மகிழ்ந்த சூரியன் இராமனை வாழ்த்துவதைக் கூறுவதாக அமைந்திருக்கிறது.
ஐந்தாவது ஸ்லோகம்:
ஸர்வ மங்கள் மாங்கல்யம் ஸர்வ பாப ப்ரநாசனம்
சிந்தா சோக ப்ரசமனம் ஆயுர் வர்த்தனம் உத்தமம்
பொருள்: இந்த அதித்ய ஹ்ருதயம் என்ற துதி மங்களங்களில் சிறந்தது, பாவங்களையும் கவலைகளையும்


குழப்பங்களையும் நீக்குவது, வாழ்நாளை நீட்டிப்பது, மிகவும் சிறந்தது. இதயத்தில் வசிக்கும் பகவானுடைய அனுக்ரகத்தை அளிப்பதாகும்.
முழு ஸ்லோக லிங்க் பொருளுடன் இங்கே உள்ளது
https://t.co/Q3qm1TfPmk
சூரியன் உலக இயக்கத்திற்கு மிக முக்கியமானவர். சூரிய சக்தியால்தான் ஜீவராசிகள், பயிர்கள்