That Was Then. This Is Now.

Do you realize that a new way of thinking happened in an instant? We adapted; we overcame obstacles – we found a way… purely out of necessity.

Of course, that battle isn’t over, the pandemic that gripped the world and altered the landscape is still in full effect. At this very moment, discussions are being held behind closed doors with an endless list of questions on the depth chart, starting with… “What do we do now?”

I invite you to look back at the status of your company before this disruption began, and reflect upon its mental, corporately instituted, top down structure. Explore for a moment the boundaries that were set in place and consider if they are still a fixture today. Was the heartbeat of your talent free to innovate, experiment, venture out of their lane and challenge themselves or, did the opposite pervade, featuring a stay in your lane, keep your head down, do your job and maintain the course mentality? Sometimes the truth hurts, but it’s only meaningful if you’re honest with yourself. Now, by no means am I sitting here in judgment, there are a fair amount of companies on both sides of this equation and the fact remains that corporate structure is paramount to success. But unfortunately, yesterday’s rules don’t apply, and I think it’s about time that we all realize that, regardless of how uncomfortable it may be.

The reality is that the flood gates have been opened to an array of new possibilities over the past several months. Corporate structures have literally been turned inside out, and talented professionals have experienced and developed a new framework around work/life balance in light of their ability to work from home. Things ARE different, and they are about to get even more interesting.

When I stated at the beginning that “a new way of thinking happened in an instant,” it was simply to illustrate that altering one’s mindset and approach is possible if you so choose regardless of the size and complexity of your organization. Courses of action can be defined, and decisions can be implemented virtually overnight if we deem that the end justifies the means.

What I want to discuss today is precisely that – the end justifying the means. Here we are, there’s light at the end of the proverbial tunnel and we all acknowledge that it will no longer be business as usual. And although I realize there is comfort and security in that which you are used to or familiar with; the fact is, reverting back should never be confused with a step forward.

The cascading impact of COVID-19 has laid an abundance of opportunity at every company’s doorstep if they are willing and of the mind to seize it, and not become confined by their reliance upon the past as a map for where they hope to find themselves in the near future.

The day has truly come where the following phrase acutely applies “That was then. This is now.”

The aggressive nature of the market is preparing to separate the men from the boys with the mentality of leadership on full display, and today, CEO’s are charged with forging forward with a plan in hand designed to secure a new resilient future. From the onset, that plan begins with keeping the board and stockholders happy, rallying the troops and finding stability in the midst of carrying the weight of a mind troubled with the frailty of making a wrong or risky decision that may reflect poorly upon you, it is a realistic battle that, I for one, realize you mentally encounter each day.

But exactly how do you define risk? Is doing nothing or being aggressive a risk? Is diverting from what has worked in the past or, for that matter, relying on what has worked in the past considered a risk? In the current state of the global market, it is resoundingly believed that CEO’s should see possibilities, not run from them, and embrace a carpe diem attitude if they truly have designs on more than just corporate survival.

The question is, what steps lead to the opportunity to embrace these possibilities and, what are the decisions that need to be made? All I can say is that I know where it begins. At the top of this article I asked you to reflect upon the mental, corporately instituted, top down structure of your organization, to explore the boundaries that were set in place and to consider if they were in fact still present today.

If your response to my question was a “stay in your lane, keep your head down, do your job and maintain the course mentality.” I’m here to inform you that – that is no longer an option, at least not as a long-term solution.

Undoubtedly, the first step is a shift in mentality. I know that sounds basic and broad in scope, but I’m not suggesting that it be universal, only as it pertains to opening the lanes within your organization to allow for freedom of creative collaboration. Is it easy? No. But according to Thomas Jensen, Executive Vice President, at Bechtle, the end result is entirely worth it… "In teams where you need to deliver ambitious, innovative results – whether in stable times or in times of disruption like today – I am a firm believer of cross-functional and overlapping responsibilities with the ability to inspire, challenge and improve performance by having a diverse set of perspectives. In my mind, superior performance comes from a healthy level of challenging each other’s mindset. This is virtually impossible if everyone simply dedicates their focus on their own areas of responsibilities.

In order for an open, fluid and dynamic organization to succeed, it is however very important with clear and strong guidance from leadership – this is not meant in a top-down hierarchical way, but rather an open, direct and encouraging leadership style where dialogue and mutual challenges are encouraged. This will require a leader that is willing to step in and get the team back on course when needed – and a leader that allows open and sometimes “excited” exchanges of opinions without fear of a little friction. I have to use my intuition and accept that sometimes colleagues think I am off the chart, too detail oriented or demanding. BUT, the reward and team loyalty is worth it - but it also requires the courage to acknowledge that this working style is not for everyone."

The need for those lanes to open (aka – cross-functional and overlapping responsibilities) within your organization is slowly becoming a tipping point towards the “new norm” for competitive corporations. In tandem, open lanes call for a path to open thinking, open communication channeled through an open source environment, thus leaving your company… you guessed it… open to new possibilities. To the contrary, closed lanes equate to closed thinking, linear focus and independent exclusion. Hardly a recipe for innovative thought where a cross section of complimentary talent can execute their natural tendencies to achieve incredible things.

Now, don’t misunderstand me, this isn’t a call for controlled chaos by any means, it’s a call to expose the unrelenting talent that exists within the confines of your company, that is, if your company has served you well and amassed the talent capable of crossing over into multiple lanes and providing immense value. I care to refer to them as Renegades.

Renegades are without ego; they empower others and are dedicated entirely to an end result. They have no interest in political games or participating in the throes of competition, they simply care about the difference, and are consistently found to apply themselves with greater conscious. Although they sound like one hell of an asset, they have historically been delegated to staying in their lane, reluctant to voice their views, observations or plausible solutions at scale usually due to the insecurities or inefficiencies of management. Sorry if I sound blunt, but facts are facts. This is not based on opinion or conjecture, but the vast intimate relationships that I have encountered over a 30-year career in executive search, working with companies and Renegades alike. I’ve been there time and again; and fortunate or not, I’ve witnessed it firsthand.

For as long as I can remember, Renegades have been misunderstood. As visionaries and problem solvers they tend to intimidate those who are not, simply due to the mystique of their mindset and ability to process information in an uncanny way.

Do they reside in every company? No. They usually tend to move on in search of like minds, an appreciation for their uniquely invaluable gifts and the opportunity to exercise their abilities where the potential exists for them to make a difference.

As a CEO, as a leader, if this all sounds too foreign to you or a bit obscure, set your mind at ease, because this is nothing new. Talent at this elite level, to some degree may exist within the four walls of your organization, passionately awaiting the opportunity to rise to the occasion. What you need to recognize, egos aside, is that this is their defining moment. The pandemic has created uncertainty and a list of problems for practically every corporation across the globe. Yes, some can be vetted in a board room, but a number of them, simply because they are beyond your expertise or that of those gathered around the table, cannot. Therefore, the solutions to those problems must be delegated to those who possess the capacity to solve them. The problem I see for you, to be quite honest, is your ability to identify them. If you find that to be the case… we can help.

I realize that it may be difficult to shift your thinking, to consider options like this that you may deem beyond the norm. But there is nothing normal about the circumstances that we are all facing, and the same old same old approach with the absence of innovative thought on your behalf would be nothing short of a recipe for disaster. Yes, I could dance around it and through you a softball over the plate, but I only think it fair to tell it like it is – or what would be the point?

If you are a CEO, at this moment, you must ask yourself if you are perpetuating the closing of lanes within your organization and… at what cost? You also need to determine if you have the talent at your disposal to elevate your efforts in the ways I’ve described.

It’s time to put aside boundaries, forget about lanes and stepping on toes. There’s simply no time for that. And if by chance you hear whining and complaining in the process, then I guess you’ll know where their self-serving priorities lie. You may be thinking “Steve, aren’t you afraid of offending someone by making these comments?” Well… the way I see it, if you are offended, then there’s probably a reason you should be.

In the words of Jim Jarman, Vice President of Sales, Sales Strategy & Execution, Revenue Growth & Profit Delivery at Organic Valley... "The question you must address as a true leader today, is when to trust the expertise around you? For me, I can see it when it’s optimal and not optimal. I like problem solvers. It’s all about how to get the organization to work together." And that is all we’re talking about here. There is a small window of opportunity that exists, we all know that. How you choose to approach it with everything on the line is the $64,000 question.

If you are in need of the Renegade talent I spoke of, we can help. If you need assistance identifying the Renegade talent within your ranks, we can help. If you know who they are – allow them to help, but whatever you do, don’t try to go it alone. Not with so much untapped talent at your disposal and potentially your company’s future on the line.

About Steve Diedrick...

Steve is the founder of Redmond, a global executive search firm whose clients include world renowned brands and start-ups that are shaping tomorrow's world. As a highly respected authority and pioneer in the field of human capital with close to three decades in the space, his progressive ideas on search-excellence reflect a profound understanding/passion for the global economy and the ever-evolving mindset of the unique talent that propels companies forward. He has personally reached out to more than 100,000 professionals and interviewed over 35,000 potential candidates throughout his career. His personal drive, perspective, discipline and focus is a culmination of his life experience living abroad and the 27 years spent mastering the Martial Art of Qi Gong. His Mantra: There is nothing like direct experience that takes you from knowledge - to knowing.

Email me at: steve@redmondresearch.com or Text me at: 947.222.9200 and let's discuss how Redmond can help you.

© Redmond Research, Inc. 2020