I've always been intrigued by an odd trait among individuals in competitive fields, whether in sports or business. It seems we often believe that good ideas or strategies possess an alarmingly short shelf life.
People implement a plan (or execute a play) that proves highly successful, and then decide that the key to the next success involves taking a different direction.
This tendency is particularly evident in certain sports, such as football. You'll observe a team executing a play that yields great results. Yet, the one thing you can be certain of is that the next play will be something else.
Friends and I often joke that if we were coaches, once we found a play that worked, we'd run it until the opposing team proved they could stop it. Then we'd run it again just to make sure. And then we'd bring it back later just to be double sure.
Granted, that's an oversimplification. But the underlying observation holds true.
I found myself reflecting on this trend during a conversation with a former protege from my initial years in banking. Many years ago, spurred by some of the creative marketing efforts at their in-store branch, the bank's main office team decided to think "outside the box.""
On an especially hot July afternoon, they set up a lemonade stand in the drive-up lanes. As vehicles approached, customers were treated to complimentary lemonade or bottled water.
Customers were thanked for their business and fliers promoting the bank's CD rates were handed out, as well. The response was overwhelmingly enthusiastic.
Those manning the stand said they'd never received as many genuine compliments and expressions of gratitude.
And while the more cynical would ask how much new business they got because of it, the folks who truly understand customer relationships recognize the power of surprising and delighting customers.
Sure, no one pulled their car out of the drive-up lane to immediately open a CD. But those positive, personal gestures linger longer than just about any marketing message ever does.
On top of that, someone tipped off a local newspaper who sent a photographer to capture the event. A great photo depicting a smiling customer receiving a lemonade ran in the community section the next day, all without costing the bank a penny.
Years later, that bank's marketing director shared that story with me. She even suggested it was their favorite low-budget promo ever.
A former insider wants the Federal Home Loan Bank System's regulator to require its 11 regional banks to balance members' liquidity needs with the system's public mission to fund affordable housing and community development programs.
Upon hearing this, I asked what I thought to be the obvious question, "How many times have you done similar drive-up lane events since?" She responded sheepishly, "Uh ... I don't think we ever actually did it again."
She read the puzzled look on my face and said, "Well, I guess everyone just figured it had been done … so. …"
I understand the impulse. The desire to be "creative" and not merely replicate old ideas — or those from others — is compelling. Because of this, I've frequently cautioned managers to prioritize results over mere creativity.
After all, would you rather succeed with an excellent borrowed idea or struggle with a shiny new concept?
Now, I'm not suggesting that innovation and new ideas aren't essential for sustained success. They absolutely are.
However, I've often observed a similar recurring dilemma among individuals stepping into new leadership roles, regardless of whether they're internal or external hires.
The last thing many folks want to happen is to be seen as just a copycat of the person who was in the position before. So, instead of taking a little time to assess what was working and what wasn't before, wholesale changes are made regardless of the facts.
Now, if the team or department or organization this leader was brought on to manage was a dumpster fire, well … OK. Vast and quick changes may be called for.
However, this isn't always the case. Even in struggling operations, there are often areas that function efficiently, or ideas and strategies that prove to be genuinely productive.
Most of the time, it's not that the existing strategies are inherently flawed or "played out;" it's that they're now either poorly executed or not executed at all.
Whether new to an operation or just reassessing your current operations, aim to foster a culture where replicating successful ideas — with tweaks and improvements — is viewed not as unoriginal, but as the intelligent execution of a proven game plan.
Consistent wins aren't typically about continuously introducing novel strategies, but about better and more consistent execution with proven ones.
Wise leaders often create new opportunities by executing proven plays.
