change is the law of life

But Goethe tells us in his greatest poem that Faust lost the liberty of his soul when he said to the passing moment: "Stay, thou art so fair." And our liberty, too, is endangered if we pause for the passing moment, if we rest on our achievements, if we resist the pace of progress. For time and the world do not stand still. Change is the law of life. And those who look only to the past or the present are certain to miss the future.

John F. Kennedy

"Address in the Assembly Hall at the Paulskirche in Frankfurt (266)," June 25, 1963, Public Papers of the Presidents: John F. Kennedy, 1963. As found on JFKLibrary.org. Originally seen on 2022 Great Quotes From Great Leaders Boxed Calendar: 365 Inspirational Quotes From Leaders Who Shaped the World. 

then by all means paint

I know the soul's struggle of two people: Am I a painter or not? Of Rappard and of myself - a struggle, hard sometimes, a struggle which accurately marks the difference between us and certain other people who take things less seriously; as for us, we feel wretched at times; but each bit of melancholy brings a little light, a little progress; certain other people have less trouble, work more easily perhaps, but then their personal character develops less. You, too, would have that struggle, and I tell you, don't forget that you are in danger of being upset by people who undoubtedly have the very best intentions.

If you hear a voice within you saying, “You are not a painter,” then by all means paint, boy, and that voice will be silenced, but only by working. He who goes to trends and tells his troubles when he feels like that loses part of his manliness, part of the best that's in him; your friends can only be those who themselves struggle against it, who raise your activity by their own example of action. One must undertake it with confidence, with a certain assurance that one is doing a reasonable thing, like the farmer drives his plough, or like our friend in the scratch below, who is harrowing, and even drags the harrow himself. If one hasn't a horse, one is one's own horse - many people do so here.

Vincent Van Gogh

Letter from Vincent van Gogh to Theo van Gogh. Drenthe, 28 October 1883. Van Gogh's Letters: Unabridged & Annotated. As found in 2022 Great Quotes From Great Leaders Boxed Calendar: 365 Inspirational Quotes From Leaders Who Shaped the World.

time for the right next step

In a hotel room in Denver before the second game of the 2019-20 season, [Deandre] Ayton got a call from the league office. “Bada boom bada bing,” he recounts. “‘At this time, we’re letting the world know you are done.’” Ayton tested positive for a diuretic, a banned substance used to mask PEDs. He was suspended for 25 games.

The first thing Ayton did was walk to [Monty] Williams’s hotel room. “I just knew I had to be honest and make sure I tell my front office and coach what was up before it got to the media, just to show my respect,” Ayton says.

Williams sat Ayton down next to him, hugged him, and told him, “D.A., you did what you did. These are the consequences. Now, it’s just time for the right next step,” Ayton recalls.

Seerat Sohi

"Will Deandre Ayton Get His Moment in the Sun?" by Seerat Sohi. The Ringer. April 28, 2022

response-ability

Accountability breeds response-ability. Commitment and involvement produce change. In training executives, we use a step-by-step, natural, progressive, sequential approach to change. In fact, we encourage executives to set goals and make commitments up front; teach and apply the material regularly; and report their progress to each other. 

If you want to overcome the pull of the past - those powerful restraining forces of habit, custom, and culture - to bring about desired change, count the costs and rally the necessary resources. In the space program, we see that tremendous thrust is needed to clear the powerful pull of the earth's gravity. So it is with breaking old habits.

Breaking deeply embedded habits - such as procrastinating, criticizing, overeating, or oversleeping - involves more than a little wishing and willpower. Often our own resolve is not enough. We need reinforcing relationships - people and programs that hold us accountable and responsible. 

Remember: Response-ability is the ability to choose our response to any circumstance or condition. When we are response-able, our commitment becomes more powerful than our moods or circumstances, and we keep the promises and resolutions we make. 

Stephen R. Covey

Principle-Centered Leadership. 2009/ RosettaBooks. 

bring data to the table

In the wry words of N.R. Narayana Murthy, former chairman of Infosys, “In God we Trust; everybody  else brings data to the table.” Managing the program dynamically depends on good data. You have to be clear from day to day how much progress you’ve made against your plans. That means regularly measuring the impact of your change program on at least four key dimensions:

1. Initiative progress. Track progress not just in terms of time (milestones) and budget (money spent versus planned), but also against key operational performance indicators (e.g., cycle time, waste, wait times, quality). 

2. Health impact. Are management practices and their underlying mindsets and behaviors shifting to support the improvements in performance that you want to see? Targeted analytics, surveys, focus groups, and observation can give you a good read.... 

3. Performance impact. Measure key business outcomes such as revenue, cost, and risk to confirm that improvements are happening where you expect and not causing unforeseen consequences elsewhere in the organization. 

4. Value creation. Keep a constant eye on the ultimate outcome that matters. In large-scale company-wide change programs, this measure is shareholder value creation…. It is vital to have a clear-eyed view of the ultimate outcome that maters most amidst all of the other data. 

Scott Keller and Bill Schaninger

Beyond Performance 2.0: A Proven Approach to Leading Large-Scale Change. John Wiley & Sons, Inc. 2019

failure: a manifestation of learning

Left to their own devices, most people don’t want to fail. But Andrew Stanton isn’t most people. As I’ve mentioned, he’s known around Pixar for repeating the phrases “fail early and fail fast” and “be wrong as fast as you can.” He thinks of failure like learning to ride a bike; it isn’t conceivable that you would learn to do this without making mistakes – without toppling over a few times. “Get a bike that’s as low to the ground as you can find. Put on elbow and knee pads so you’re not afraid of falling, and go,” he says. If you apply this mindset to everything new you attempt, you can begin to subvert the negative connotation associated with making mistakes. Says Andrew: “You wouldn’t say to somebody who is first learning to play the guitar, ‘You better think really hard about where you put your fingers on the guitar neck before you strum, because you only get to strum once, and that’s it. And if you get that wrong, we’re going to move on.’ That’s no way to learn, is it?”

This doesn't mean that Andrew enjoys it when he puts his work up for others to judge, and it is found wanting. But he deals with the possibility of failure by addressing it head on – searching for mechanisms that turn pain into progress. To be wrong as fast as you can is to sign up for aggressive, rapid learning. Andrew does this without hesitation.  Even though people in our offices have heard Andrew say this repeatedly – many still miss the point. They think it means accept failure with dignity and move on. The better, more subtle interpretation is that failure is a manifestation of learning and exploration. If you aren’t experiencing failure, then you are making a far worse mistake: You are being driven by the desire to avoid it. And, for leaders especially, this strategy — trying to avoid failure by out-thinking it — dooms you to fail.

As Andrew puts it, “Moving things forward allows the team you are leading to feel like – “Oh I’m on a boat that’s actually moving towards land!” as opposed to having a leader that says, “I’m still not sure. I’m going to look at the map a little bit more and we’re just going to float here and all of you stop rowing until I figure this out.” And then weeks go by, and morale plummets, and failure becomes self-fulfilling. People begin to treat the captain with doubt and trepidation. Even if their doubts aren’t fully justified, you’ve become what they see you as because of your inability to move.”

Ed Catmull

Creativity, Inc.: Overcoming the Unseen Forces That Stand in the Way of True Inspiration. Random House 2014.

let the sparks fly

One of the biggest stumbling blocks for anyone trying to accomplish something is perfectionism—the need to get it exactly right before taking the next step. But the best leaders realize that perfection is impossible, and pursuing perfection often stands in the way of what's most important: progress. Leadership requires making consistent strides, no matter how big. And the quicker the stride, the greater the progress.

Don’t buy into the notion that you can take a giant leap if you spend enough time carefully mapping it out. By the time you get done planning, others will have lapped you twice and already taken that leap you spent months mulling over. Opt instead to "just go" and let the sparks fly. You will make mistakes. But in the process, you'll learn quickly and keep moving—refining your skills and igniting new levels of creativity you didn’t know you had.

Erik Wahl

"5 Traits of Creative Leaders (and how to become one)." Fast Company. 8/17/2015