Status Quo—The Key Differentiator Between Managers and Leaders

A new hire arrives on the scene full of enthusiasm and wonder.  During the course of their business-unit orientation, the newbie’s coach spends the majority of their time helping them prepare for success.  The gist of what the coach communicates is, “this is what we do and how we do it.”   Without realizing it, the coach has described the business unit’s status quo—‘the way things are’.  For the ‘new kid on the block’, this information proves invaluable.

Recognizing and understanding the status quo is important. Departments have them, job classifications have them, individuals have them.  Naturally, the  enterprise has them. The status quo is the condition that is produced when processes, policies, procedures, and cultural norms are all amalgamated. The status quo is ultimately a reflection of the level (and depth) of thinking within the organization.

While understanding the status quo is initially helpful for the newbie, it can be death for the veteran and the greater organization of which they are a part.

***The status quo will ultimately prove to have minimal impact for a mature  operating company wishing to strip significant expenses from its cost structure.

***The status quo will ultimately prove the undoing for the technician who hasn’t significantly upgraded their skills in five years.

***The status quo (and the complacency that goes with it) will ultimately prove the downfall for an organization desiring to be ‘the best of the best’.

Today’s market leaders think differently—they abhor aspects of the status quo that hold them back. That’s why:

In general, managers make the status quo more efficient, while leaders create a new status quo. While efficiencies are desirable, they’ll ultimately prove insufficient for those desiring market leadership.

A new status quo is a big deal—whether it’s for an individual, a department or an enterprise.  The scale doesn’t matter, impact does.  What will it be for you?