depression, it’s very difficult to keep an eye on, where are we going, what’s happening, and having a forecast that you can trust. And what that allowed for me personally, as a leader, was to now change the rules, to inspire people to go a little bit deeper, a little bit, let’s try new things. Let’s experiment. Because it was, “Hey, the boat’s sinking. What did we do? How do we do this?” In our case, thankfully it was never actually sinking, but it was, we can’t get back on the growth path we were, so what now? And so again, crisis allows us to move differently, and inspire people, and actually lead, not just manage.
Yeah, it requires you to do that, right? But, it is interesting that sometimes we need that burning platform. I think part of what we need to do and it’s really the world we live in now, compared to the early part of my career, where change is happening every day. It was the pandemic, and that was in all our face affected us traumatically 360 degrees of our life. Right?
Brian (31:40): Yep.
But I mean, there’s something right now happening for every business that potentially is cataclysmic, maybe not tomorrow, maybe not next year, but in the next five years that’s going to really change the game. So how we bring that sense of urgency in, I think to innovate, you have to have a sense of urgency, but you have to balance it with patience. So that’s, to me the Zen of innovation that I strive for, I can’t say I’ve ever perfectly reached, but how do you have the urgency, the, I’m in the market, I’m testing concepts, I’m listening and responding, and I’m iterating, and how do you balance it with the patience to say, “There is timing. It takes time to get it right. It takes time to build the business. It takes time to get traction, certainly takes time to get a return on your investment.” It depends on what you’re doing; that might not be very long, it might be a couple of years, but it’s tough.
And yet, for the entrepreneurs that I’ve seen who can truly operate, who are able to connect or create, one of the things that I’ve watched in awe, at times, is their ability to play those tensions off each other. Meaning, I have to actually move faster to get started, to get moving, to show traction,
because if we don’t, I know they’re going to lose interest in me and I may lose funding, right?
Sue (33:08): Exactly right.
And it is leveraging those tensions to actually create movement and energy and get going. And the other side of, “Hey, this is crawl, walk, run,” to use your own language, right? We do