Читать книгу Momentum - McQueen Michael - Страница 6

In late 2015 my wife and I were on a holiday with our six-week-old son when we crossed paths in a small country town with a fascinating guy named Craig Holmwood. Wearing a faded leather hat, dirty, torn clothes, and sporting a well-worn leather whip tucked into his belt, Craig certainly stood out. In fact, he looked like someone who would've been more comfortable in the late eighteenth century than the early twenty-first.

Despite his unusual appearance, it was Craig's profession that I found most fascinating. As we got chatting, he shared that he is one of Australia's last remaining true bullock drivers (or ‘bullwhackers', as they are sometimes known) – a profession that today ranks as one of the world's rarest trades.

However, this was not always the case. In the days before machinery or trucks, bullock teams were the key mode of transportation for goods the world over. In Australia's early colonial years, bullocks were among the most important animals on the land. They hauled wool, passengers and timber for many kilometres, opening up vast tracts of new countryside and fuelling the growth of the fledgling country's economy. But today they are little more than relics of a bygone era – sideshows for tourists like my wife, son and me.

Craig told us that, pound for pound, bullocks are the strongest animals alive; teams of them are capable of hauling 35 tonnes through rough and rocky terrain.

‘But with loads that heavy, getting off go is always the hardest part,' Craig explained, describing the immense effort it takes to make the first step, each bullock needing to pull at exactly the right time and in the right order – how it's a team effort through and through. The first few paces are tough, with the bullocks straining forward under the weight.

‘But just when it looks like they're not up to the task,' Craig said, a smile spreading across his face, ‘something magical happens. They lift their heads and relax into a steady pace. It's a beautiful moment when momentum takes over.'

Craig didn't appear to be a scientifically minded soul. But his description of getting a bullock team moving was as good as any explanation I've ever heard of Newton's First Law of Motion. Also known as the Law of Inertia, this scientific maxim I first learned in high school roughly states that objects at rest tend to stay at rest and objects in motion tend to stay in motion. Put more simply: once you're moving, it's easy to keep moving. But if you're stopped still, getting started requires much more effort.

This principle is as true for bullocks as it is for Boeing jets, basketball players and business leaders. The reality is that everything we see around us is governed by and subject to the natural laws of science. Sure, we can ignore them or try to fight against them, but in the end we will find life a whole lot harder than it needs to be. Like constantly swimming against the tide or going against the grain.

Objects at rest tend to stay at rest and objects in motion tend to stay in motion.

On the other hand, if we recognise and leverage the natural rhythms of life, things become a whole lot easier – even effortless.

The bulk of my research in recent years has centred on understanding the patterns, cycles and dynamics at play in organisational life – especially those behind the rise and fall of businesses and institutions.

Back in 2011 I embarked on a research project tracking 500 of the world's biggest brands in an attempt to answer this question: What is the difference between the enduring and the endangered?

Sadly, examples of endangered brands abound. Recent years have seen scores of iconic businesses and organisations fall from greatness in spectacular fashion. So endemic is this pattern that McKinsey & Company consultant Patrick Viguerie invented a term for measuring it called the ‘Topple rate'. This metric gauges the rate at which firms lose their leadership positions, and one thing is for certain – it is speeding up. According to Professor Richard Foster of Yale University, the average lifespan of a major listed company has shrunk from 67 years in the 1920s to just 15 years today.1

Obviously there is massive value in understanding the dynamics that cause organisations and institutions to fall prey to the natural laws of decline and entropy – after all, a wise person learns from their own mistakes; a much wiser person learns from someone else's. However, I believe the far more interesting story is that of the brands and institutions that have learned to master and even harness the very laws that could otherwise have taken them out of the game. For every organisation or brand that has fallen on hard times, you will find another business offering similar products or services, to similar markets, that is flourishing. Compare, for example, the fortunes of Kodak with Fuji, Meccano with Lego, Saab with Hyundai, Pan Am with Delta Airlines and Atari with Nintendo.

Interestingly, the dynamics of long-term success at play in organisations and institutions are much the same at an individual level too.

If you're like me, I bet you've wondered why it is that some people seem to live a charmed existence. You know the ones. Perhaps they are a sibling, a competitor or even a close friend. They seem to have the Midas touch, never putting a foot wrong.

While it is tempting to assume that uncommonly successful individuals are perhaps smarter, luckier or harder working than the rest of us, that is rarely the case. Nor is it because they knew the right people, had a better strategy, or read The Secret all those years ago and constructed a magnificent dream board.

A wise person learns from their own mistakes; a much wiser person learns from someone else's.

Rather, the common denominator among all uncommonly successful people comes down to one thing: just like enduring organisations, these individuals have figured out how to master the art of momentum. They have knowingly or unknowingly learned how to harness the natural rhythms of life and get them working on their side.

What can we learn from these success stories? What is their secret to maintaining growth, vitality and momentum over the long haul?

That is the focus of this book.

In part 01, we will look at the very nature of momentum – how you know when you've got it and why it makes all the difference to lasting success for any organisation or individual. In part 02, we will look at five enemies of momentum – common traps and pitfalls that can cause any organisation or individual to lose vitality without realising it until it's almost too late. In part 03, we will explore the art and science of momentum, unpacking an equation for building, keeping or getting momentum back.

By the end of our time together, my goal is that you too will have a clear sense of what it takes to build unstoppable momentum in every area of life. There may not be a shortcut or silver bullet, but there is a surefire formula – and it works.