The New York Times interviews Harry West, the CEO of Continuum, on their business page (read the whole interview HERE).
He makes an interesting observation that is very much in sync with our Timing point of management.
Here is the excerpt from the article:
Q. What other lessons have you learned over the years as a manager and leader?
A. Pacing is really important in an organization. When you’re leading, you’re generally trying to lead change, and I think it was Roy Amara, who said about technology, “We tend to overestimate the effect of a technology in the short run and underestimate the effect in the long run.” And I think the same applies to change within an organization.
I have in the past tended to overestimate the amount of change I can affect in the short run and then not fully appreciate the change I can affect in the long run. And so I’ve learned that it’s critical to think carefully about the pace of change, and it’s something that I’ve learned the hard way. It’s important to manage that carefully, because it’s not just about the pace of change that certain people in the company can manage.
It’s about the pace of change that the company as a whole can manage. You can push and push and nothing seems to happen, and then suddenly it takes off and you’re sort of running to catch up.
Timing is of the essence, life is a marathon not a sprint, same is true for your management of your company.