the handwriting on the wall

Change Happens - They keep moving the cheese.

Anticipate Change - Get ready for the cheese to move.

Adapt to Change Quickly - The quicker you let go of old cheese, the sooner you can enjoy new cheese.

Change - Move with the cheese.

Enjoy Change! - Savor the adventure and the taste of new cheese.

Be Ready to Quickly Change Again and Again - They keep moving the cheese. 

Who Moved My Cheese?: An Amazing Way to Deal with Change in Your Work and in Your Life, by Dr. Spencer Johnson. Penguin Publishing Group. 1998. p. 74

changing fast enough

Financial Times: A frequent argument is that Germans are not capable of reforming themselves.

Angela Merkel: I would say this is utter nonsense. The people in East Germany have lived through so many changes in the last 15 years like never before in the country, and they did this often with great enthusiasm. But in the West we also have a high degree of transformations. Everyone who is able to work today does so under very different conditions. The willingness to learn new skills is very high. If you ask people what they are prepared to do in order to adapt to globalisation they say “I am willing to learn new skills”. Parents today do no longer expect there children to come and work in the family business but they urge them to go for new careers.

It is nonsense to say that Germans are unable to change. The reason why we do not have the Transrapid high speed train in Germany is not because Germans would not accept new railways to be build. It has to do with the political environment and the very slow decision making process. In this respect politicians can change a lot to deliver changes much faster to the people. The question is not whether we are able to change but whether we are changing fast enough. There is still some convincing to be done. That is what we want to do in the campaign.

Transcript of Angela Merkel interview. Bertrand Benoit and Andrew Gowers. Financial Times.  JULY 20 2005. As found in 2022 Great Quotes From Great Leaders Boxed Calendar: 365 Inspirational Quotes From Leaders Who Shaped the World.

what is strategy?

"Strategy is a framework to guide critical choices to achieve a desired future,” said MIT Sloan senior lecturer Donald Sull in a new MIT Sloan Management Review webinar....

[A] strategic vision must be detailed enough to lay out a clear vision while being broad enough to allow for flexibility and adjustment....

An ideal strategy provides enough guidance to empower workers to make trade-offs, formulate goals, allocate resources, prioritize activities, and clarify what people are committing to do. At the same time, it offers enough flexibility to allow people to seize opportunities and adapt as needed....

Take American Airlines versus Southwest Airlines. American has goals like “be an industry leader” and “look to the future.” Inspiring but vague. Southwest, on the other hand, has initiatives like “fleet modernization” and “growth of Rapid Rewards program.” Precise and defined.

Kara Baskin

"How to turn a strategic vision into reality," Ideas Made to Matter: MIT. Mar 28, 2018

every battle is won before it is fought

"The only sign we have in the locker room is from 'The Art of War.' 'Every battle is won before it is fought,'" says Belichick, who started breaking down films of opposing teams when he was 7 years old and hanging out with his dad, Steve, an assistant coach at Annapolis.

"You [have to] know what the opponents can do, what their strengths and weaknesses are ... [and] what to do in every situation," he says.

That ability — to adapt on a dime — is why Belichick says he spends so much time building teamwork, from having the team train with Navy SEALs, to organizing trivia nights, where, incidentally, all social media is banned.

"Nobody is against [social media] more than I am. I can't stand it," Belichick says. "I think it's important for us, as a team, to know each other. Know our teammates and our coaches. To interact with them is more important than to be 'liked' by whoever on Chatrun." (In the same conversation, he also derided "InstaFace" in all seriousness.)

Suzy Welch
"Bill Belichick reveals his 5 rules of exceptional leadership" CNBC. 4/13/2107

you already have permission

Act: “You Already Have Permission”: This is a challenging guideline for many managers, because it means switching from direct control to a trust relationship with the members of the team. This allows entire teams to change and transform the product and the internal processes in a flexible way, to adapt to different goals and changing markets, and to be overall more innovative and competitive. Removing the worry of “I need to get authorization” from every aspect of the work can be challenging, but it rewards business and people’s health greatly.

This is embraced at multiple levels inside Automattic as a rule. While there is still a long term vision from the top, each person and team is left to decide what’s best for the work that has to be done. The goals of the organizations are collected and discussed, teams set their own roadmap, goals and milestones and individuals can start initiatives on their own...

What is important is to recognize that people will want to give feedback or add their own shape to the idea.

Rawn Shah

"5 Leadership Attitudes From Flat Organizations" Forbes. 11/5/2015

crucibles of leadership

[O]ne of the most reliable indicators and predictors of true leadership is an individual’s ability to find meaning in negative events and to learn from even the most trying circumstances. Put another way, the skills required to conquer adversity and emerge stronger and more committed than ever are the same ones that make for extraordinary leaders…. 

We came to call the experiences that shape leaders “crucibles,” after the vessels medieval alchemists used in their attempts to turn base metals into gold. For the leaders we interviewed, the crucible experience was a trial and a test, a point of deep self-reflection that forced them to question who they were and what mattered to them. It required them to examine their values, question their assumptions, hone their judgment. And, invariably, they emerged from the crucible stronger and more sure of themselves and their purpose—changed in some fundamental way….

So, what allow[s]… people to not only cope with these difficult situations but also learn from them? We believe that great leaders possess four essential skills, and, we were surprised to learn, these happen to be the same skills that allow a person to find meaning in what could be a debilitating experience. First is the ability to engage others in shared meaning…. Second is a distinctive and compelling voice…. Third is a sense of integrity (including a strong set of values). 

But by far the most critical skill of the four is what we call “adaptive capacity.” This is, in essence, applied creativity—an almost magical ability to transcend adversity, with all its attendant stresses, and to emerge stronger than before. It’s composed of two primary qualities: the ability to grasp context, and hardiness. The ability to grasp context implies an ability to weigh a welter of factors, ranging from how very different groups of people will interpret a gesture to being able to put a situation in perspective. Without this, leaders are utterly lost, because they cannot connect with their constituents….

It is the combination of hardiness and ability to grasp context that, above all, allows a person to not only survive an ordeal, but to learn from it, and to emerge stronger, more engaged, and more committed than ever. These attributes allow leaders to grow from their crucibles, instead of being destroyed by them—to find opportunity where others might find only despair. This is the stuff of true leadership.

Warren Bennis and Robert J. Thomas

"Crucibles of Leadership" Harvard Business Review. September 2002

see the change through

Thirty years of research by leadership guru Dr. John Kotter have proven that 70% of all major change efforts in organizations fail. Why do they fail? Because organizations often do not take the holistic approach required to see the change through.

However, by following the 8-Step Process outlined by Dr. Kotter, organizations can avoid failure and become adept at change. By improving their ability to change, organizations can increase their chances of success, both today and in the future. Without this ability to adapt continuously, organizations cannot thrive.     

Kotter International. 

Retrieved Aug 27 2012. http://www.kotterinternational.com/kotterprinciples/ChangeSteps/

Picture adopted from Dr. John Kotter's 8 Step Process for leading change, courtesy of Solitaire Consulting