🔒Ways to stay relevant in a business world of constant change

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Make Change Work: Staying Nimble, Relevant, and Engaged in a World of Constant Change” by Randy Pennington (John Wiley & Sons, $22.95).

“When will things return to normal?” Never. The Greek philosopher Heraclitus knew that answer over 2,600 years ago when he said: “You could not step twice into the same river; for other waters are ever flowing on to you.” Yet, in the face of disruption, uncertainty and things beyond their control, people still cling to the myth of stability and business as usual.

While much of change is beyond the control of any business, entrepreneurs and managers can have a great degree of control when it comes to customer-driven change. Technology and innovation have given customers more choices. They measure value in faster, better, cheaper and customizable.

To deliver what the customer wants, you must change the organizational mindset. Instead of defining your business in terms of what you produce/provide, think of it in terms of an “opportunistic problem solver with the willingness to adapt.”

That shift in mindset replaces comfort-zone complacency with a sense of urgency. Inquisitiveness rules. Urgency requires questioning everything to foster continuous improvement through learning, doing — and making some leaps of faith. Employees must become web scourers to find relevant information. They also need to share knowledge and its sources.

When leading change, it's important to realize that its implementation doesn't fit a lock-step project plan. Why not? People aren't accustomed to doing things differently and doing different things. Change doesn't happen because management mandated it. It happens because change-leaders work on connecting the dots of teams and individuals to bring about goal achievement.

Pennington's message: Those who read and act on the signs of change thrive; those who ignore them always struggle to survive.

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Hacking Leadership: The 11 Gaps Every Business Needs to Close and the Secrets to Closing Them Quickly” by Mike Myatt (John Wiley & Sons, $29.95).

The essence of Myatt's definition of hacking: To discover alternative paths to “deciphering complexity, influencing outcomes, acquiring access, creating innovative customizations to existing/outdated methodologies.” Hmm — sounds like it defines key components of leadership.

Of the 11 gaps Myatt addresses, hacking the “Leadership Gap” stands as the most important because leadership helps close the gaps of the other 10. Hacking that gap starts with self-assessment. “It is impossible for a leader who is not growing and developing to lead a growing and developing enterprise.” Resting on I-made-it laurels shows you define success by where you are rather than how you could grow. You can't play your “A” game unless you continue self-development.

You also can't play your “A” game (or expect others to play theirs) when you're satisfied with the status quo. As a leader, you are a game-changer. You need to believe that change propels organizational and individual growth.

To hack the gap, a leader also needs a reality check (i.e. what do others think of you and your style and methods). Myatt cites the control as a key indicator of the reality check. You expect staff to trust and respect you. Do you trust and respect them? In order to develop mutual trust and respect, you have to let them do the jobs for which you hired them. By ceding control (and with it responsibility and accountability), you actually increase the influence you have. By letting them use their skills, you develop talent and plan succession.

The reality check also involves feedback through vigorous debate. “Smart leaders take their business logic and willingly subject it to brutal assault. Don't be afraid of being proven wrong — be afraid of thinking you're right when you're not.” The bottom line: “Leadership isn't about checking boxes. Real leaders reshape, reinvent or remove boxes.” Doing so turns “what if” into reality.

Jim Pawlak is a nationally syndicated book reviewer.