Since March of 2020 and the arrival of a global pandemic called COVID-19, we have been living at the edge of chaos, a period of maximum risk on multiple levels. This on-going situation has required us to experiment, and adapt many of our systems, strategies and structures. Over and over, we have been seeking new and realistic solutions.
Clearly, to get to where we are today, we have not taken a linear path. Instead, we have learned that:
- unforeseen inputs have generated unforeseen consequences.
- making multiple course corrections is the new normal.
- moving to the edge of chaos has created many levels of innovation not previously thought possible.
- having a clearly defined and well utilized strategic nexus can make a world of difference at times like this.
With the above in mind, let’s step back in time before we move forward.
On October 26, 1994, nearly 28 years ago, the book Built To Last: Successful Habits of Visionary Companies was published by HarperBusiness. It was written by Jim Collins and Jerry Porras, and it outlined the results of a six-year research project conducted at the Stanford Business School in the early 1990’s. The book focused on the question: “What does it take to start and build an enduring great company from the ground up?” It is now considered to be one of the most influential business books of our era.
The two primary objectives of the research published in this book were to identify the underlying characteristics that are common to highly visionary companies, and to effectively communicate these findings so that they could influence management.
I remember what it was like to read this book for the first time. I finally found the words and phrases to capture what I was already seeing and experiencing as a young consultant, trainer and executive coach in the fields leadership, strategic planning and organizational change. It gave me the ability to explain certain things and the research to back up what I already knew on one level from personal experience.
Over the coming weeks, I want to return to the core research in this book. In particular, I want to explore three core concepts. They are:
- embrace the “genius of the and”.
- find your organization’s purpose and build the “core ideology”.
- preserve the core/stimulate progress, namely change everything readily, except the core beliefs and values.
The first concept is called the “Genius Of The And.” The opposite of the “Genius of the And” is the “Tyranny of the OR.”
As Collins and Porras wrote: “.. a key aspect of highly visionary companies: They do not oppress themselves with what we call the “Tyranny of the OR” - the rationale view that cannot easily accept paradox, that cannot live with two seemingly contradictory forces or ideas at the same time. The “Tyranny of the OR” pushes people to believe that things must be either A OR B, but not both.” They explain that in the “Tyranny of the OR,” it is change or stability, conservative or bold, low cost or high quality.
However, they note the following: “Instead of being oppressed by the “Tyranny of the OR,” highly visionary companies liberate themselves with the “Genius of the AND” - the ability to embrace both extremes of a number of dimensions at the same time. Instead of choosing between A OR B, they figure out a way to have both A AND B.” In highly visionary companies, it is purpose and profit, fixed core ideology and vigorous change, conservative core and opportunistic experimentation.
They conclude by noting the following: “We’re not talking about mere balance here. “Balance” implies going to the midpoint, fifty-fifty, half and half. It seeks to do very well in the short-term and very well in the long-term. A visionary company doesn’t simply balance between idealism and profitability; it seeks to be highly idealistic and highly profitable.”
I believe that given current events and highly likely future possibilities that we, as leaders, need to embrace the “Genius Of The And.” In order to do this, leaders at all levels will need to have: a unique mindset and skill set, namely technical knowledge of our industry plus an adaptive mindset along with a social skill set to handle issues related to people and change. This unique combination will give us the capacity to plan and the capacity to execute with the “Genius of the And” in mind.
For us here today, I believe we lack the time and space in our daily lives to discuss, explore and comprehend the magnitude of such an idea and perspective. I encourage you to make time and to consider how your organization could be more visionary by embracing the “Genius of the And.” It is one pathway to moving through the coming turbulent three to five years.
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