Corporations can form an identity, just
as individuals do. This identity can
be a source of strength. It becomes the
brand by which others recognize you. But
too often, a strong identity can be a source
of weakness. It can constrain us during
periods of growth, and adhering too tightly
to an idea of ourselves or our organization
can cause us to overlook opportunities.
For instance, an employee may distinguish
himself as someone who “gets the
job done.” This identity serves him well
for a time. Yet, if he clings too tightly
to it, his rise through the company may
stall as he approaches higher management
positions that require the ability to delegate.
He will have to grow beyond his
identity to meet new demands.
Similarly, a small advertising firm
may distinguish itself by creating a series
of brash, idiosyncratic spots. As it takes
on a greater number of established clients,
the firm will not succeed if it fails to portray
the clients as they would like to be
portrayed, rather than creating the sort
of advertisements they see as representing
past successes.
An organization, team or individual
has arrived at their current level of success
because they identified something they do
well and matched themselves with customers
who expect a set of outcomes. As
long as they aim to, and are expected to,
arrive at this set of outcomes, they will
comfortably continue at a certain level of
success. If they are committed to a new
set of outcomes, they will have to identify
a new set of strategies and actions.
If the new goals are significantly
greater, they will be required to identify
themselves as a person or group with
a new set of competencies and way
of thinking that is appropriate for these
more ambitious achievements. The
person or group will have to shed old
identities, like a snake sheds skin to grow.
This process of change can look
costly or chaotic. At the same time, by
defining ourselves and our companies
solely through past successes and experiences,
we will miss opportunities for
growth and innovation. This article was
written not just to emphasize that we
can grow beyond our often firmly held
conceptions of ourselves. It is meant to
question whether the idea of identity
has any validity or value at all.
Identifying the iMyth
Perhaps believing in an identity is analogous
to believing in the myth of a flat
earth. When people believed in that
myth, it effectively cut them off from
a large portion of the world. If identity
shapes what we believe is possible or
impossible, does it cut us off from our
greatest potentials?
We say the notion of having one true
identity is a myth — the iMyth. When
the catalyst is strong enough, you and
I will abandon our identity. So is identity
merely a justification for staying in our
comfort zone?
For example, in 1983, the big three
automakers had the technology to make
the minivan. However, they were
concerned that minivans would cannibalize
the station wagon market — a market
by which they identified themselves. They
saw that shifting focus to the minivan
would require a significant investment
in a new infrastructure — it would
require shifting to a new identity.
Chrysler, on the other hand, was facing
the threat of bankruptcy. Instead of
bankruptcy, it chose to change its identity
from a producer of station wagons to
minivans. As a result, the company led
the market in sales. In fact, it became the
number one seller of minivans, generating
$1.5 billion in the first three years of production
and reaping greater profits than
GM and Ford. Ultimately, this shift in
identity was pivotal in saving Chrysler.
Needless to say, the other automobile
manufacturers introduced minivans,
except as followers. When a person or
organization is threatened, as was the
case for Chrysler, Ford and GM, it
will abandon the old identity to survive.
As in the example, being too
attached to an identity can be crippling
and can constrain actions. For the most
part, our identities keep us safe and never
lead us toward those groundbreaking
leaps, where we can make what seemed
impossible possible.
When John F. Kennedy declared the
U.S. would put a man on the moon, it
appeared impossible. There was nothing
in our experience that made the goal
plausible. Except, his vision of the future
was so inspiring that people committed
to new careers to support it. One of the
reasons he was able to take that giant leap
forward was his ability to stand for
extraordinary accomplishment. Reaching
for the impossible enhanced the identity
of the U.S. and created a platform for
others to align themselves with and dedicate
their energies to achieving. However
risky, a powerful stand can create a future
that has never existed.
How is Identity Created?
The identity is formed by knowledge,
experience and feelings. And it has gotten
each of us to where we are today. As a
result, the way we view the world, the
way we approach risks and opportunities,
can only be referenced through our individual
knowledge and experience.
In other words, if we have been
taught or experienced that a task is difficult,
our identity will seek evidence to
support that presupposition and avoid
the task at all costs. Once validated, we
have defined reality as well as an identity
to deal with that reality. It is not until
we take risks to move out of our comfort
zone do we see new possibilities.
What Can You Do About It?
There is no silver bullet. Because everything
we have experienced, learned and
even heard about has shaped our identity,
there are aspects of it that are transparent.
Therefore, you will have to develop
a new perspective of your life or business
and distinguish the experiences that have
shaped you and the culture of your
enterprise. That way, you are able to
dislodge baggage and move forward.
To start, get someone who has an
objective view of you or your company.
American statistician Dr. W. Edwards
Deming said “a machine can’t fix itself.”
There are companies that specialize in
high-level change initiatives. Second, it
is key that both individuals and companies
beware of the identity they have created.
Third, practice stepping out of the
comfort zone. That way, you can respond
to new opportunities flexibly, and your
identity is less likely to limit your
growth. Finally, be very clear about
what you and your company stand for —
the future. As in the case of President
Kennedy, revealing your stand will give
you purpose and prompt you to take
new actions to drive innovation.
On a grander scale, the solution may
be to give people tools to manage their
fears and doubts in the face of change or
risk. Furthermore, management can create
environments that encourage employees
to fully contribute, even if they fail.
To identify people by gender, race,
religion, titles and intelligence are all
iMyths — invalid ways of assessing a
person’s value. They presuppose what
people are capable and incapable of
doing. Global competition has changed
the world. The new playing field requires
collaboration, growth and constant
innovation, not fixed identities that
rely solely on the past.
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