The art of consistency

[Extracted from the January issue of RTLL Newsletter.]

Anyone who has ever run a business will tell you that it is the hardest thing: how do I get my people to be consistent. They really mean: how do I get my people to be more like me - to care as much as I do and to use their brains like I do.

If you work for a larger organisation you will be familiar with policies and procedures, benchmarks and 'systems' of every shape and colour. Every wannabe-consultant will tell you that McDonalds is successful because their 'systems' are so legendary good.

In the previous piece I spoke about change. That is the YIN. On the other hand, there is also consistency (YANG).

  • We should stick what we are good at.

  • We should stay focussed.

  • We should commit.

  • Be reliable.

  • Quality.


These are all aspects of consistency. We like it when people are predictable.

Which raises the all-important question:
When do I change and when do pursue consistency?

I believe the answer to this question applies equally to life and business.

When you avoid change simply because it is easier to keep doing what we do - we should change. If we change simply because we are bored, we should remain focussed.

If we want to change to please other people, we should think twice.
But most importantly: it is OK to change a process, but think again before changing your goal.

And when you do - be consistently tough in evaluating if it is for the right reason. And you will know when it isn't.


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