The expression ‘Resting at your laurels’ goes to the beginning of Greek and Roman practices where the victorious Olympians and generals were adorned with crowns composed from laurel wreaths, which were symbols of triumph, success and the status.
After winning a battle winning a battle, an Roman general might continue to spend the rest of their lives savoring their victories of the past, and basking in the glory days of their past.
“Laureate” is an eminent title in the present and the winners who have won this Nobel Prize being referred to as Nobel Laureates.
The past achievements and achievements are great to be proud of and learn from. However they could impede advancement, according to John Kotter in his seminal research in Change Initiatives (Leading Change HBS Press, 1996). Kotter describes it as one of the biggest mistakes businesses make, and is the beginning of a set of challenges that must be overcome in order to create an effective change program:
Overcome the resistance caused by inertia caused by complacency.
Inertia refers to the lack of motion, or a desire to not do anything or be static. When I use the term “real movement’, I mean the activity that has the effect of perpetuating what already exists, or the status the status quo. This could include preserving the existing standards market share, market share or even turnover.
Kotter mentions that the presence of the company (profile and the assets that are there, such as automobiles, property, and history) can lead us to the illusion of security, a feeling like the organization (and the future of us within it) is invincible. This particular set of assets makes it harder to instill a sense urgency that can motivate people to take action and be supportive of our initiatives to make change.
Another outstanding creator Jim Collins (Good to Great Collins 2001). Collins 2001) exposes the issue with his main phrase:
Good is not the same as great.
It is easy to get caught up in the mistake to believe that “We are quite good at what we do,” or “This company is good.” The enemy of good is of great , because somewhere there, there’s a competitor with an itch in their stomach and isn’t content with being good. They are looking for excellence, or great. They could be working harder, innovating more effectively, and also looking into the future. They might be investing more money in R&D or their workforce or simply making the standard higher than what your company currently is. It’s obvious where this tale is headed . . .
Here’s one of Kotter’s models that are based on his extensive studies of the causes of change, and it illustrates the many reasons for us to resting on your laurels.
If you’re looking for your change program to succeed (it could be quite weird for you to fail) then you’ll have to tackle the nine issues for you to be able to get some momentum and momentum.
To help you increase the momentum and sustain your initiative to change I’d like to suggest you to purchase (and go through) Kotter’s book or schedule an leading change training session for your company.
