{"id":23026,"date":"2017-03-22T04:32:28","date_gmt":"2017-03-22T11:32:28","guid":{"rendered":"http:\/\/www.enxmag.com\/twii\/?p=23026"},"modified":"2017-03-22T04:32:28","modified_gmt":"2017-03-22T11:32:28","slug":"doesnt-buy-in-and-accepting-change-reinforce-status-quo","status":"publish","type":"post","link":"https:\/\/www.enxmag.com\/twii\/the-week-in-imaging-twii\/dealer-blogs\/2017\/03\/doesnt-buy-in-and-accepting-change-reinforce-status-quo\/","title":{"rendered":"Doesn\u2019t Buy-in and Accepting Change Reinforce Status Quo?"},"content":{"rendered":"

\"\"It seems many leaders get stuck waiting on buy-in during times of disruption–a term I define as a fearful leader\u2019s excuse to remain status quo. Leaders who always chase buy-in have the wrong team or don\u2019t understand the importance of job descriptions. It seems that many organizations pride themselves on simply doing common sense things. They are excited by simply doing what is expected, rather than creating the unexpected. Is accepting change anything special? Or does that saying breed mediocrity? In today\u2019s business climate everyone has to accept change, it\u2019s a basic job description, not any great accomplishment.<\/p>\n

\u201cAccepting change is nothing special; get excited about creating change.\u201d<\/p>\n

Would it not be better to promote the ability to create change? If we simply focus on accepting change, we are then admitting this. Our organization will remain status quo until someone else creates needed changed. Then we will be eager to implement–of course, only if we get buy-in. When your organization voices loudly they accept change, what they are voicing is this: \u201cOur organization is reactive.\u201d<\/p>\n

Don\u2019t let buzzwords cripple innovation. Words have power; they create a mindset. Too many organizations are outlining and defining common sense accomplishments and then adopting this commonality as their keys to successes. In reality, they are merely the keys to status quo.<\/p>\n

Exceptional organizations filled with extraordinary people will create exceptional customer experiences and are driven to increase their remarkability. Exceptional organizations understand that their remarkability is more important than their marketing.<\/p>\n

Exceptional organizations don\u2019t fool themselves into complacency by believing their customer relationships will survive a competitor\u2019s better experience.<\/p>\n

Exceptional organizations understand the value and importance of the phrase, \u201cCurrently this is how we do it.\u201d<\/p>\n

Exceptional organizations look where others don\u2019t. They collaborate with innovative thinkers and doers who create change.<\/p>\n

Exceptional organizations understand the importance of building teams that challenge one another over teams that focus on pacifying one another. These exceptional organizations do not build corporate cultures based on internal customers. Their culture is based on providing exceptional experiences to their external customers.<\/p>\n

It seems that many organizations have allowed the needs of their teams to determine the needs of their customers. Obviously, organizations must provide exceptional work environments, and when the people in the organization can sacrifice their needs, they ensure their customers\u2019 needs are delivered and delivered with an exceptional experience. It is only then they become exceptional organizations.<\/p>\n

\u201cThe pain associated with improvement is only appreciated by those who are determined to improve.\u201d<\/p>\n

Improvement only comes from accountability, and when accountability is put on hold waiting for buy-in, creating great customer experiences will suffer by default. Exceptional organizations will deliver exceptional customer experiences. Status quo companies will always believe their customer relationships are more important than their customers\u2019 experience. This is the reason why that new vendor no one saw coming who delivers exceptional experiences defeat incumbents who believed their long relationships allowed them the comfort of complacency.<\/p>\n

In closing, \u201cImagination, ingenuity, and fortitude will never be friends with complacency.\u201d<\/p>\n

Editor’s note: Read more of Ray’s posts on LinkedIn<\/a>.<\/em><\/p>\n","protected":false},"excerpt":{"rendered":"

It seems many leaders get stuck waiting on buy-in during times of disruption–a term I define as a fearful leader\u2019s excuse to remain status quo. Leaders who always chase buy-in have the wrong team or don\u2019t understand the importance of job descriptions. It seems that many organizations pride themselves on simply doing common sense things. They are excited by simply doing what is expected, rather than creating the unexpected. Is accepting change anything special? Or does that saying breed mediocrity? In today\u2019s business climate everyone has to accept change, it\u2019s a basic job description, not any great accomplishment. \u201cAccepting change is nothing special; get excited about creating change.\u201d Would it not be better to promote the ability to create change? If we simply focus on accepting change, we are then admitting this. Our organization will remain status quo until someone else creates needed changed. Then we will be eager to implement–of course, only if we get buy-in. When your organization voices loudly they accept change, what they are voicing is this: \u201cOur organization is reactive.\u201d Don\u2019t let buzzwords cripple innovation. Words have power; they create a mindset. Too many organizations are outlining and defining common sense accomplishments and then adopting this commonality as their keys to successes. In reality, they are merely the keys to status quo. Exceptional organizations filled with extraordinary people will create exceptional customer experiences and are driven to increase their remarkability. Exceptional organizations understand that their remarkability is more important than their marketing. Exceptional organizations don\u2019t fool themselves into complacency by believing their customer relationships will survive a competitor\u2019s better experience. Exceptional organizations understand the value and importance of the phrase, \u201cCurrently this is how we do it.\u201d Exceptional organizations look where others don\u2019t. They collaborate with innovative thinkers and doers who create change. Exceptional organizations understand the importance of building teams that challenge one another over teams that focus on pacifying one another. These exceptional organizations do not build corporate cultures based on internal customers. Their culture is based on providing exceptional experiences to their external customers. It seems that many organizations have allowed the needs of their teams to determine the needs of their customers. Obviously, organizations must provide exceptional work environments, and when the people in the organization can sacrifice their needs, they ensure their customers\u2019 needs are delivered and delivered with an exceptional experience. It is only then they become exceptional organizations. \u201cThe pain associated with improvement is only appreciated by those who are determined to improve.\u201d Improvement only comes from accountability, and when accountability is put on hold waiting for buy-in, creating great customer experiences will suffer by default. Exceptional organizations will deliver exceptional customer experiences. Status quo companies will always believe their customer relationships are more important than their customers\u2019 experience. This is the reason why that new vendor no one saw coming who delivers exceptional experiences defeat incumbents who believed their long relationships allowed them the comfort of complacency. In closing, \u201cImagination, ingenuity, and fortitude will never be friends with complacency.\u201d Editor’s note: Read more of Ray’s posts on LinkedIn.<\/p>\n","protected":false},"author":158,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":[],"categories":[79,1650,1638],"tags":[2742,2743],"_links":{"self":[{"href":"https:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/posts\/23026"}],"collection":[{"href":"https:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/users\/158"}],"replies":[{"embeddable":true,"href":"https:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/comments?post=23026"}],"version-history":[{"count":3,"href":"https:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/posts\/23026\/revisions"}],"predecessor-version":[{"id":23030,"href":"https:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/posts\/23026\/revisions\/23030"}],"wp:attachment":[{"href":"https:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/media?parent=23026"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/categories?post=23026"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/tags?post=23026"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}