#13 Face the facts 🛬
Inertia is a double-edged sword.
It keeps things in motion, but it also causes resistance to change.
We can see it in objects and our minds.
In aviation, there is a "condition" among pilots know as "get-there-itis."
It happens when pilots are determined to reach their destination as planned even if conditions for flying are dangerous, putting themselves and everyone at risk.
A study done at Atlanta's International Airport confirmed that as thunderstorms worsened conditions for landing, pilots still decided to land even if it went against all flight guidelines.
For 38 minutes, planes continued to land in dangerous conditions until one pilot decided not to land.
After this plane changed course, the rest followed.
What causes "get-there-itis"?
Cognitive-inertia: A fixation on an expectation, an existing idea or plan.
The pilot sees the runway, their expected destination, so close that it's challenging to change course.
Their ability to see clearly is crippled because they insist on carrying out their original plan. The pilots only see what validates their existing strategy and ignore anything that challenges it.
Cognitive-inertia affects everyone, not only pilots.
For example, the grocery chains A&P and Kroger (an example from the book "Good to Great" by Jim Collins).
In the 1950s, A&P was the largest retailing organization in the world, and Kroger was an average grocery store chain half the size of A&P. Their performance in the market was similar.
But in the 70s the two companies diverged. Kroger began generating returns 10 times higher than the market and 80 times higher than A&P.
Here is what happened.
A&P perfected a model that was attractive to the needs of American families during the first half of the XX century. After two world wars and the Great Depression, American families looked for functional stores with abundant and inexpensive products.
But in the second half of the century, consumer needs changed. Americans wanted nicer, bigger stores with fresh bread and produce. They wanted international products, greater variety, and integrated pharmacies.
In short, they wanted "super-stores" not just "traditional grocery stores."
At the time both companies were "old." (Kroger at 82 years, A&P at 111 years).
Both companies had access to the same information and were aware of these changes in the market and consumer needs.
Both companies were wholly invested in traditional stores.
The difference was that A&P ignored the brutal facts, decided to continue with their original plan, tried to land anyway and crashed.
Kroger, on the other hand, confronted the facts and broke the inertia. They changed course and decided to eliminate, change, or replace every store to fit the new needs and expectations of customers.
By the 90s Kroger had a whole new system, and by 1999 they became the #1 grocery chain in the US. A&P's glory days were over.
The Takeaway:
When things change, clinging to old beliefs can be fatal.
Sometimes we are caught up in the situation and don't see that we are flying right into the storm. Get perspective from trusted peers and what the facts are saying, not what you want them to say.
Recognize the inertia and be humble.
It's hard to admit you are wrong or no longer relevant. Confront the brutal facts, and if needed change direction.
COVID-19 is not a “pause” before things go back to how they were.
After the crisis and the chaos, your consumer’s needs, attitudes and expectations will change. You will need to change as well.
The first turn is the hardest, but soon you'll get some new inertia, and it will become easier.
Let me know what you think. Hit reply.
Did you enjoy this Takeaway? If so share it with a friend.
You can find previous Takeaways here.
I hope you are well. Take care!
María Albert