Have you heard the boiling frog anecdote? I was reminded of it by a recent conversation in which the topic was organisations who don’t realise they’re in trouble... until it’s past the point of no return – the example was the recent sad but inevitable going into administration of the video chain Blockbusters.
If you’re not familiar with the anecdote, it’s based on the premise that if a frog is placed in boiling water, it will jump out. But if it’s placed in cold water that is slowly heated, it won’t perceive the danger and will slowly but surely get cooked to death!
In scientific terms, this apparently isn’t strictly true – but it’s still a point well made in the context of how you need to be aware of gradual change which slowly develops and not just the sudden changes which are far more obvious and easily detected. At a leadership level, this ability to “see into the future” is almost an expectation because leaders set the strategy and direction of an organisation. When things are going well, the leaders take the credit, but equally when things go badly, the blame is squarely on their shoulders.
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I like this anecdote not only because it immediately conjures up a vivid image that everyone understands but also because I can’t imagine having a conversation with anyone who would willingly and deliberately want to be the ‘frog’ that gets slowly cooked! But don’t most of us do this every day because of our human tendency to form habits so that we respond in certain ways to certain scenarios? This is as relevant on an organisational and team level as it is at an individual level.
The paradox is that this notion could also be used to illustrate the idea that change needs to be gradual to be accepted, and for most of us, change is a threat when it’s something that’s done TO us, but an opportunity when done BY us.
In the ‘VUCA’ (volatile, uncertain, complex, ambiguous) environments that we work in, paying attention and being aware of 'slight' changes is what will keep you ahead of the curve – either professionally on an individual level or in a competitive marketplace in organisational terms.
As a leader you need to have the flexibility and resilience to adopt a mindset and behaviours that demonstrate you embrace challenge and change:
1. Be curious and inquisitive– question processes and know what’s happening in your sector and other sectors that have gone through or are going through change
2. Collaborate more- actively build relationships and develop connections – both internally and externally – with those from different disciplines who you know will see things from a different perspective to your own.
3. Take your continuous professional development seriously – with a gamut of options from workshops, seminars and webinars available, it doesn’t necessarily have to be either classroom-based or over a long period of time, so there really isn’t an excuse not to keep abreast of things.
4.Take your team’s professional development seriously– ensure that they are taking advantage of and have the opportunity to gain breadth and depth in knowledge and skills – they’re likely to take the lead from you...
5. Involve experts- don’t be afraid to reach out to experienced consultants who can work with you to give an impartial and objective view to help you move forward. But choose wisely and work with those who you trust will give you a ‘warts and all’ picture.
So imagine yourself as the frog, which one would you rather be?