Be Destructive
Lately everyone seems to be talking about why you need to be disruptive. There are zillions of books on how to be disruptive and conquer the world…or at least your niche in it. As with many things, the books have spawned a universe of programs, videos, and, of course, consultants that will show you how to become a disruptive organization. (as you know, part of my life is being a consultant so I’m a bit sensitive about my brethren raking in big bucks with often little for clients to show for it)
As with all new management fads, there are lots of good ideas coupled with reasons why it makes sense for you. There also are just as many reasons why it might not make sense for you.
As someone who often has a CEO reach out asking me to come in and think deep thoughts about how to help their company make a quantum leap rather than a small step, far be it for me to knock this interest in disruption. But…I do wonder about the idea that disruption is the path to glory for all of you reading this. If everyone is out there trying to be disruptive, disruption becomes merely another codeword for running your organization the same as everyone else.
How do you really break free from the pack?
First off, I’ve noticed that most companies would be better off fixing what they have before worrying about being on the cutting edge. Most companies are completely incapable of taking full advantage of some disruptive idea they come up with as their organization is running so poorly trying to use what it already has. Wrong people wrong seats, no accountability, horrible metrics, inadequate communication, silos everywhere, no idea about the core competencies or vision for the future, and, of course, a leadership team responsible for all this dysfunction.
Some or all of these and other dysfunctions abound in most companies. Before you jump off the disruptive cliff, fix what you have so you’re capable of taking advantage of an amazing idea if one pops up. If you’re not willing to be open and honest about your current situation and strong enough to take the necessary measures to fix things, rushing forward into something completely different will only accentuate your deficiencies.
But, once you address your issues and become a finely tuned organization fully engaged and prepared to climb new mountains, why just be disruptive? Be destructive. Why just run past your competition? Why not stomp all over them?
It’s hard to do. It takes a great team. It takes lots of energy, vision, and willingness to go beyond what anyone has done before. It takes a high risk tolerance. And it takes the moxie to keep going no matter how they try to stop you.
Be destructive.
Be Travis Kalanick…create the next Uber.
