New brooms: billionaire Elon Musk and US president Donald Trump | Photo credit: Kevin Lamarque
Last week it was quite schizophrenic. I woke up with a new decision every day, due to a new emotion or information. From canceling an international expansion, postponing a significant technological expense and stopping an imminent cycle to freezing new hiring and vetoing an acquisition proposal, I said a ‘yes’ and a ‘no’ in the same decision and confused all those around me. Yes, we all have the right to change our choices based on the new information. But last week, not only changing data points, but emotions and interpretations were also completely confused.
Black Swan Moments
If you have a bone employee for a long time, it would not be difficult to remember the phases of the variety when your company or other companies were in a crisis and it was required that some fix it. The majority were caused by external events such as September 11, the global financial or COVID crisis, they thought that some were scared through accumulated strategic errors or leadership.
Irpe of the cause, you need a CEO or a leadership team to change this. Some leaders create these moments of black swan and take control of the organization through the process. Should we say that this is very likely that the duration of a new leadership acquisition is seen? We have become a family with new leaders who must transform the organization making radical changes, but we rarely listen to people to say: “I will continually go to the strengths of current talent with new perspectives.”
Demolition party
I remember being part of a phase in which my organization brought a new leader of another continent to take care of the operations in the APAC region. When India had started working, we listened to two resignations at the regional headquarters of Singapore after her municipality in the morning. He began his address by saying: “I am here to eliminate any role that does not generate income.” During the next six months, the regional HQ staff demolished less than 15 of more than 50.
Functions such as human resources, marketing and technology were reduced to simple headers instead of any substantial representation. It would be unpleasant duration meetings, but a jovial type with which to have a drink or lunch. It did not appear that it was capricious, rushed or stressed to get yours. Every time I had the feeling that he knew what he was trying to do. I wanted the final result of the organization to be dramatically transformed from the abysmal numbers in which it had a leg that tazled for many years. But the atmosphere inside the office had a fear dye. “What would he say or who would say goodbye” was a whisper who spinned? But on the business front, it was very decisive and driven by the market. He supported new initiatives promoted by the client and supported the business leaders who were focused on income. He turned the region into an agile and agile organization into those two quarters.
The succession
But, as they say, “what also makes you break.” His aggression crossed the hierarchy; His bosses also found him too hot to drive and anyway they got rid of him. As fate would have, his replacement enjoyed the fruit of his good decisions.
Around the next two years, the region had some of the best financial results in history, and the people who survived the previous regime, under the so -called tyrant, saw significantly economic growth and profits under the new leader.
We whispered that he had done all dirty work and that the successor was enjoying glory. Some of us regret that the organization lost its duration of the soul, and we all become mercenaries. But, through financial metrics, the company had grown its final result consistently.
Functional fixation
Think of the leaders who quickly judged depending on their initial behaviors. Functional fixation, a cognitive bias in psychology, is the tendency to perceive something only in terms of its typical or planned use, which prevents seeing them as tools for alternative purposes.
Do we also suffer the fixation of the function when it comes to new leaders? Based on our templates of initial people and impressions, do we tend to cover the new leaders in some areas and rule out their ability to cause a long -term impact on equipment and organizations? Most commercial changes are marked by initial storms that lead to circumstant not so favorable and, any life, the desired results. He raises the question of whether we must keep our horses in new leaders and their disturbing first decisions.
Paulo Coelho said: “Not all storms come to interrupt their life, some come to clarify their way.”
I hope we are in the middle of a similar storm of rates.
(Kamal Karanth is Xphene co -founder, a specialized personnel firm)
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Posted on April 13, 2025