The fifth common mistaken assumption or ‘mis-blink‘ we can easily make in times of change is called dependency. This arises when we make our actions conditional or dependent on the behaviour of others. We know the action we want to take but refuse to take it unless someone else behaves in a certain way.
In many cases this is part of normal business practice: “I will deliver this service on the condition that you pay me XYZ amount.” Or “I will pay you a bonus, depending on whether or not you meet your targets.”
But at other times, making our actions dependent on the behaviour of others can prevent us from achieving the goals that matter most.
The early days of Tesla Motors provide a good example.
In June 2014, Tesla realised that the royalties and licensing fees it charged for its battery technologies were holding the company back from achieving its most important, strategic goals.
“Tesla Motors was created to accelerate the advent of sustainable transport. If we clear a path to the creation of compelling electric vehicles, but then lay intellectual property landmines behind us to inhibit others, we are acting in a manner contrary to that goal.”
Even though charging these fees as a condition of using its patents was normal business practice, the company decided to allow other organisations use those patents for free. That accelerated the achievement of Tesla’s most important goal. (And it also strengthened Tesla’s competitive position in batteries, by encouraging competitors to use Tesla’s technology rather than developing their own.)
When Airbnb and Uber let go of their need to own and control hotels and taxis they freed themselves to transform entire industries.
Letting go of dependency enables innovation and new business models to flourish.
In this time of churning, the old rules are breaking down. This presents us with a choice: either to restrict ourselves with the old dependencies, “Because that is how it’s always been.” Or to do it anyway and put ourselves fully in control of whatever we do and do not do, no matter what anybody else might say or do.
Since 2014, Elon Musk has clearly taken this principle to new extremes. But the point is not to become like him. The point is to ask yourself whether you are holding yourself back from doing what matters most to you because of what other people might say or think or do. Would you benefit yourself if you did it anyway, in-dependent of them? And what would happen if someone else let go of their dependency, and did it anyway, in-dependent of you?
Adapted from Inner Leadership: a framework and tools for building inspiration in times of change.
You can sign up to daily posts here.
You can buy the book here and the workbook here.
(And remember: you can’t learn to swim just by reading about swimming, you also need to do the practice.)
Photo By Tesla Club Belgium via StockPholio.net