Ditch the “Old Dog Syndrome”!

"If you always do what you've always done, you'll always get what you've always got." ~Henry Ford

For the most part, people think of Innovation as something product-related, which culminates in a tangible, shiny new thing or piece of technology. Yet innovation also includes finding new processes and frames for existing problems that do not necessarily result in a new device or technology.

Think of shipping containers (and, stevedores, and shipyards). Does that scream “innovation” at you? It probably does not, or not quite as loudly as the words “Apple”, “iPhone”, “Amazon”, "Tesla,” among other brands, services and technologies in vogue these days probably do (deservedly, no arguments there).

But consider the time the container box came into being. This “boring”, for many “unexciting”, innovation turned the world on its head. It propelled some previously smaller economies to the top of the ranks and resulted in a much changed geopolitical order. All predicated on a new way of thinking about an old, vexing problem.

The Humble Shipping Container

Up to the 1950’s, cargo was loaded onto ships in loose form (bags, bundles and boxes). This was apparently the best use of space, as more could fit into round-shaped ships, plus once it was unloaded, the crew could look for and load the next shipment. However, this was very slow and inefficient. It caused traffic backups near the busy ports.

This is when Malcolm McLean (a shipping industry executive who had spent years in the trucking business) introduced the use of containers. McLean was frustrated with the time lost in these logjams. He had a simple breakthrough thought:? ship by water and avoid road traffic. But was there a more efficient method than the traditional approach of loose packages? So, he thought of a “box”. A big old box—the shipping container.

In 1956 he launched the world's first container ship (the “Ideal X”), for a run from Newark, New Jersey to Houston, Texas, fitted with 58 containers, loaded onto the ship using a special crane (which is now commonplace). This was an industry cataclysm. It led to the containerization of global shipping, and to significant improvements in efficiency, safety, and speed (read more in Marc Levinson's excellent book, "The Box: How The Shipping Container Made the World Smaller and The World Economy Bigger").

The container transformed the shipping industry and helped to drive economic growth and facilitated the creation of global markets. It led to quicker and more efficient transport of goods over longer distances. Global supply chains became the engine that powered the growth of the world economy and the transformation of many communities through the wider reach of previously unavailable goods.

This “humble” change is a fascinating example of how process innovation- new ways of doing things - can transform entire industries and drive economic growth on a global scale (without creating breakthrough products or technologies).

Can You Teach An Old Dog New Tricks?

"Change before you have to." ~Jack Welch

McLean’s innovation was not splitting the atom. Incumbents in the shipping industry had also experimented with boxes. But they treated them like they treated the loose bundles they were used to, which also was inefficient. So, they left it there. After the Ideal X shipment, however, they all started scrambling to catch up. Industry leaderboards changed as new companies rose and others sunk.

I've seen many ambitious professionals fall victim to the "Old Dog" syndrome (as much as we love man’s best friend). This is not optimal when it comes to our careers and abilities. I’m not pontificating—far from it: I have fallen prey to that temptation more often than I like to admit … but, conversely, every time I overcame it, I was able to achieve results that truly helped my career grow. So, yes, probably a good idea to ditch the "Old Dog" mentality and learn hew tricks.

The Importance of Embracing Change

"Change is the only constant in life." ~Heraclitus

New technologies emerge, market conditions change, and consumer preferences shift. Intentionally fostering a constant, healthy level of discomfort with stasis and considering new methods and approaches to create competitive advantage is becoming a more frequent need and a more pressing need for executives.

In my client work, one of the focus areas I have seen emerge the most is developing this intentionality in using the “way of working innovation” muscle to create awareness of problem-solving inertia. It doesn’t necessarily mean they need to change anything—many times this is not what is required—but awareness helps make a deliberate change when it is warranted. And it is surprisingly frequent for them to realize they need a fresh approach.

It’s not just industry-level impacts. It is probably obvious that adapting to changes and doing things in new ways not only benefits the company or team but is also good at the individual level and allows us to avoid falling behind.

The Oral Tradition.

"What got you here won’t get you there” ~ Marshall Goldsmith

"Not always, at least” ~me

Surely, you’ve been the recipient (or originator) of messages along the lines of “it's what we’re used to”, “this works”, “it’s how it’s done”, “why change it if it works?” or even “you are a newbie, let me show you how we do it here”.

There is some truth in these and other such tenets, supported by the tangible results of doing things the usual way, using proven, trustworthy methods. But often they also hide inertia and resistance to change in a world that is changing faster and faster. Routines are great. They enhance structure, discipline, control, and predictability. I am a big believer in them. But we shouldn’t get carried away. Getting too comfortable and set in our routines and habits can lead to stunted growth and development.

We need to force ourselves to embrace change and learn new ways of working as it happens to continue to grow and develop in our careers (even if we suffer setbacks). Winston Churchill once said, "Success is not final, failure is not fatal: It is the courage to continue that counts."

This willingness to do things in new, better ways rubs off on our team members, and instills a spirit of continuous improvement, without which they might miss new opportunities (and suffer decreased productivity, morale, profitability, etc.)

From the perspective of the individual colleague, embracing change and changing ways of doing things, adapting to shifting environments, can lead to increased promotability and upward mobility. This ability to learn new skills and the resulting nimbleness increases the value we add to our organizations. Which leads to increased responsibility, higher salaries, and more significant career opportunities.

And from the perspective of our organizations, doing old things in new ways can have spectacular results. The recent examples of Pfizer/BioNTech, Moderna, and the COVID-19 vaccine come to mind.

You never know- your tweak might become the next shipping container!

The Coaching Perspective

Give some thought to? how our mindsets influence our “change agility,” our ability to embrace, initiate, and lead change. Are you clinging to old habits that no longer serve you? Are there patterns you recognize in your daily work that may be hindering your growth? This ability to adapt and innovate is more crucial than ever as our environment continues to at its lightning-fast pace and perpetual evolution.?

Take any change around you (for example, change that you believe is needed, or that is occurring as you read this). Are there any limits that worry you? Anything about which you have doubts regarding how and what can be realistically achieved??

Check for any limiting beliefs. Try to understand where they might originate. This introspection is key to break free from them. Allow yourself to explore your thoughts and feelings around change and innovation.?

Consider the following reflective questions:

• What past experiences have shaped your approach to change??
• Are there any fears that hold you back from exploring new methods or processes?
• Do you have an inner feeling that the change effort should be more ambitious, broader, and far-reaching?
• How can you leverage your current skills to foster a more innovative mindset?
• What does “good” look like? Forget any limitations or boundaries- in an ideal world, what could you imagine the change being?

Coaching is a tool to help you lead with purpose and harness the wisdom that lies within you. I have seen this help people find the ability and strength to challenge the status quo, come up with new perspectives, and push your team (and those around you) towards an active culture of innovation in everything they do. It is the catalyst, and not something needed only when you must solve a problem, or when you are out of ideas, or have to correct issues.

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