Ask yourself these three questions in the next 90 days

In our last post we talked about the value in establishing new rituals in your organization. Whether we notice it or not, our organization (and our lives in general) are dictated by the rituals we use on a daily basis.

But by examining these rituals and making strategic shifts to align them with our new objectives, we can coax ourselves (and others) into making required changes much more easily.

And as a result, we can minimize the ‘institutional inertia’ that kills most ideas or initiatives before they even get off the ground. 

The key is to lower the perceived resistance behind the changes we propose. Resistance is what can make even the best laid plans fail to produce results. As a result, it MUST be avoided (or at the very least minimized) at all costs.

One of the most powerful ways to do this is through our relationships.

As it turns out, relationships can be one of the most effective ways to establish new rituals without introducing new resistance.

That’s because relationships lie at the heart of everything we do. Unless your business is somehow 100% automated, there’s a very good chance you rely on strong relationships to make things happen.

In other words, the effectiveness of everything you do is often dictated by the strength of your relationships. That’s why making changes at the relationship level can have very powerful effects in your business.

How can this be done?

During this 3-month period a company we worked with assigned someone to be the ‘Relationship Conscience’ for the organization.

As the Relationship Conscience, this person’s sole job for these three months was to make sure every action they took could be defended through a ‘Relationship-First’ lens.

In other words, every action needed to contribute to improved relationships – with customers, with stakeholders, or just with each other. Normally, these constant relationship reminders may have been perceived as nagging. But because everyone was fully aware of this person’s role, the effect was the opposite.

Instead, team members were much more receptive to these changes and recommendations. They weren’t coming from a bulletin board or vague corporate reminder – but from a living, breathing person they interacted with on a daily basis.

As a result, everyone was forced to rethink everything they did through this “relationship-first” lens.

And what emerged after that was not just a new set of operations and procedures…but an entirely new culture. One that was aligned with the new direction the company was going in.

As an organization that needs to make necessary shifts and adaptations in response to the pandemic, the lesson is clear:

By changing the way you approach relationships within your organization, you can reach your desired objectives much more effectively. 

You can do this by assigning a specific role (or even a council) whose sole responsibility is to reinforce the new values you want to implement. For example, perhaps you’ve smartly recognized that maintaining a strong and authentic relationship with your customer base is your top priority during (and after) the pandemic.

A simple (yet powerful) shift you can do is to assign someone to the role of ‘Customer Defender’. Their job will be to act as the personification of your most loyal and valued customer.

Every action then needs to be filtered through the lens of ‘Will this lead to an improved relationship with our loyal customers…or lead to frustration, resentment or misunderstanding?

Whatever your organization decides to implement during this time, you’ll want to make sure you aren’t ignoring the proven power of relationships to increase your odds of success.

And the bigger the change, the more important this becomes. That’s because when you implement a massive, sweeping chance you can expect massive, sweeping resistance to come right alongside it.

So as you head into the next 90 days (and beyond) ask yourself the following three questions:


  • How big is the change I’m recommending? And what kind of resistance might it introduce as a result?



  • What new values or priorities need to be in place to make this change a reality?



  • How can I take advantage of new roles or relationships in order to help everyone align around these values?


Do this and you’ll be much farther ahead than leaders who fail to take these hidden (yet very real) psychological factors into account.

In our next email we’ll talk about why small change doesn’t work in times of crisis (or after any disruptive event)…and why radical change is often required to adapt much faster and more effectively than your competitors.

Till next time, 


P.S. Want to discover the exact ways you can implement these principles in your organization so that you can make the most successful pivot possible in the next 90 days?

We’re holding a live Zoom session with Dr. Josh Packard that will show you how. In this virtual session we’ll go over a brief video scenario walking through one of the most important Covid-related business problems we’ll all likely face in the coming weeks.

Professor Josh Packard will then discuss how organizations and leaders should handle it from a sociological perspective. He’ll show you how to put everything we talked about in these emails into place using practical advice and recommendations.

Afterwards Chip and I will provide expert advice on how to implement Dr. Packard’s recommendation in real-time. You’ll walk away with 3 definite action steps as well as the key insights you need to implement them successfully.

If you’re on the verge of implementing a “make or break” decision in your organization…or know that one is required but you’re not sure what you should do exactly…then you won’t want to miss this session.

The investment is only $99 and we have limited spots available, so click below to grab yours and ensure you don’t make the mistakes your competitors will in the next 90 days.