As an organization (or as an individual), it is easy to believe that your success will be dependent on your ability to change quickly, live "on the cutting edge," and be all things to all people. Due to our society's connectivity, we are constantly made aware of what other organizations or other people are doing, and it can be tempting to second guess yourself with thoughts like "I need to be more like them" or "I need to do things more like that." We are all susceptible to the feeling that the grass is always greener on the other side.
But reality really doesn't support this notion. In fact, the opposite is usually true.
In his book, "Becoming a Category of One: How Extraordinary Companies Transcend Commodity and Defy Comparison," Joe Calloway suggests that truly extraordinary organizations are those that can resist the temptation to constantly change priorities and to always be in search of the "next great thing."
In the book, Calloway explains, "If I were asked to identify the one thing that virtually all Category of One companies have in common, it would be that they talk about the same things over and over. This is how cultures are created. You decide what's important, then you talk about it. Over. And over. And over. For years."
Of course, this is boring and doesn't seem to require much skill or creativity. And that's why very few organizations (or people) truly become extraordinary. Because they are too easily distracted, believe too little in who they are or what they are doing to stick with it for very long.
You should always be willing to evolve your tactics and maybe even your strategy. But in the end, what truly leads to extraordinary is the discipline to stick with your principles, your cause and your vision over and over and over again.
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