The Old Guard

When I have been hired to help (I say “help”, because I have learned that “saving” one is not always permanent) a failing company, school, or college, the early days, weeks, and months exhibit employee support for change - almost anything to save their jobs. However, once the tide turns back to profitability, the Old Guard resurfaces with its nay-saying, back biting, and gossip that undermine all efforts to tear down the old paradigms in favor of new ways. A new leader has about one year to create dramatic change. From then on the forces of conformity will torture every new idea and exert themselves to encumber every decision. The secret is to eradicate the pathogens early on. In my case, I often waited too long, or it took took me too long to realize who was on my team and who was not.

Corollary: To paraphrase author and General Electric CEO, Jack Welch, “as a leader, if you want a great yard, you have to pull some weeds.”