Change leaders should starve problems and feed opportunities.
The first—and usually the best—opportunity for successful change is to exploit one’s own successes and to build on them. Problems cannot be ignored. And serious problems have to be taken care of. But to be change leaders, enterprises have to focus on opportunities. They have to starve problems and feed opportunities.
This requires a small but fundamental procedural change: an additional “first page” to the monthly report, one that should precede the page that shows the problems. It requires a page that focuses on where results are better than expected, whether in terms of sales, revenues, profits, or volume. As much time then should be spent on this ...
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