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You may be aware that your organisation needs change. You may even know what the change should be: a new strategy or reorganisation or a new IT system. However, change comes too slowly, or the implementation has come late and with much frustration.
The problem is complacency. We underestimate its power and prevalence. It is even in places where people would deny it. They continue with the past norm and think they know what to do. But in a fast-changing world, complacency can cause disaster.
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Managers often think they have found the solution when they see lots of energetic activity, where people run from meeting to meeting, preparing presentations, and an endless list of activities.
This false sense of urgency is not driven by a determination to win but by pressures that create anxiety and anger. It can drain people of energy.
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A real solution does not involve running from meeting to meeting or creating a huge list of trivial activities. True urgency focuses on critical issues driven by a deep determination to win.
There are four tactics we can use to counter complacency and instil a culture with a true sense of urgency.
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When organisations don't attend to external threats, they will eventually become complacent and blind towards them.
As a first step, leaders should be proactive in collecting information.
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Collecting information is insufficient to spark a sense of urgency. Therefore, it is vital to share the information.
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Acting with urgency has to do with clarity and purpose. Be specific with everything you do.Â
Create an action that is alert, externally oriented, and aimed at winning. Make some progress every day, and continually purge low value-added activities. Cancel projects that have become distractions.
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Great leaders know that a crisis has the opportunity to create an atmosphere of a true sense of urgency. With good leadership, a crisis can be used to wake people up out of their passive routines.
Make the crisis visible, specific, and big enough to require creative action. Carefully watch how your organisation reacts, what plans are being developed and how quickly they are implemented.
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The NoNo is someone who is armed with reasons why the current situation is fine, why the problems others see don't exist, and why you need more data before moving into action.
A NoNo is not the same as a sceptic. A sceptic is essential to show out poor ideas but can become a huge supporter if convinced that they are wrong.
Mistakes when dealing with NoNos:Â
How to deal with NoNos:
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John Kotter shows in his book what is missing in nearly all organisations today: a sense or urgency - that attitude that leads people to use opportunities and avoid pitfalls - they purge low-priority activities and move faster and smarter in a rapidly evolving economy.
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