Greatness Can Lead To Ruin

Posted on July 07, 2010 by Ronald T. Brown, Ph.D.

There is a tension between what is already great and what can yet still be achieved. History shows that being “great” can significantly hinder achieving what is still possible.  Consider the greatness of the Roman Empire.

The first Roman Emperor, Augustus, built over 1000 magnificent structures – including bridges, building, monuments, and aqueducts.  Today, we still marvel at the remnants of Augustus’s grand designs.  But what came next – after all this greatness in the Empire was achieved? ...  Slow ruin.

** The same can happen to “great” individuals, groups, and organizations.  For example, each year Forbes Magazine names a “Company of the Year,” based on past performance and projected staying power.  Yet since 1995, more than one half of these companies have suffered major decline, many very soon after being named.  Of the Fortune 500 Companies listed in 1955, 70 percent are now out of business.  Of the companies on the list in 1977, 40 percent no longer exist.  Of those in 2000, 30 percent are already gone. 

The evidence shows that few of today’s “great” companies will sustain their current level of excellence.  The reason is that staying great requires an organization to constantly change and adapt. But instead, many “great” companies loose their posture of ingenuity and instead assume a new posture of protecting their newfound “greatness.”

All this makes “great” a dangerous place to be – for whenever we become great at something, we instinctively stop doing the new and ingenious things that grew that greatness, and unconsciously switch our attention to holding on to our lead, or fame.  We keep trying to repeat (and protect) what we believe got us to the top.  For example, just before being decisively defeated by Wellington’s innovative war tactics, Napoleon said, “My way is proven superior!”

Star performing individuals, teams, and organizations appreciate getting across the line of greatness, but they are quick to move on and ask, “What’s deeper?  What’s better?  What’s next?”  And to do this requires courage and sustained curiosity – and keeping one’s fears and protective instincts at bay.

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Challenge

: What new choices can propel you toward the outer edges of what’s possible?

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Challenge #2

: Go out of your way to talk with spirited and demanding people who are NOT satisfied –people who disrupt the status quo instead of settle for it.  Partner with clients who push your limits.  Associate with men and women who provide the stimulus to reach what is still possible.  Make choices to turn a novel, and seemingly impossible goal, into reality.