In the recent blockbuster, Cinderella Man,
we meet James J. Braddock as a top light
heavyweight boxer, known for his powerful and
predictable right hand. As the Great Depression
descends on the nation, Braddock loses his savings,
and injuries to his right hand force him out of the
ring. On good days, Braddock finds work on the
docks, where he masks his injured right hand, relying
on his weaker left limb to lift and maneuver the heavy
cargo. While it isn't an easy transition for him,
eventually his left arm becomes stronger and when
given the opportunity to box again, the addition of a
more potent second weapon-the newly-conditioned
left arm-carries Braddock to a title he couldn't
achieve before: Heavyweight Champion of the World.
A nice story, but what does this have to do with
running a business? If we look past the context of
the ring, we see a simple truth about business and
our day-to-day dealings with people and enterprises:
Successful people and, by extension, successful
organizations develop new tools and strategies over
time to remain successful.
What does that mean in real terms? It means people
in organizations need to do things differently to stay
successful and competitive. Yet like Braddock, many
leaders at all levels have achieved a high measure of
success relying on certain safe and comfortable
actions--and just don't realize the need to add new
tools to their arsenal of skills.
Facing the Risk
Braddock, who had many people telling him
to change his tactics, knew his advisors stayed
safely outside the ring. It was his face, his torso, his
career at stake, so he simply discounted their input.
It is, after all, a risk to let go of what has worked in
the past and try something new. Ironically,
Braddock's reliance on the familiar and comfortable
resulted in injury and loss. As leaders, our reliance on
the familiar and comfortable can hold us back as well.
So what is your "right hand?" What are the familiar
tactics you focus on to the exclusion of other tactics
that would bring even greater success? Here are
some common "rights" we encounter as we work with
leaders:
