Leaders guard against the enemy of experience.

In times of rapid change, experience could be your worst enemy.  ~Jean Paul Getty

I came across this quote and it reminded me of a conversation I had with a friend this week.  More than 15 years ago we both worked for the same organization, which is how we met.  At the time, that organization was thriving, a leader in the industry, and we both gained some professional prestige for having worked there.  But times have changed; the industry this organization is in has changed dramatically over the past decade; if we add to that a completely different economy, all their years of experience truly might be disabling them from adapting to rapid change.  They are half the size they were a decade ago and struggling to stay alive.  Nearly all of the current leaders have been there for more than 15 years.  Has all their years of experience become their worst enemy?

In that same conversation my friend asked about some other organizations I’ve worked with over the years.  One, in particular, has been around for more than 130 years, that’s lots of experience, to say the least.  I commented that I was no longer working with them and most likely didn’t envision working with them in the near future.  One of the market segments they used to dominate they have now completely abandoned.  The market changed, other competitors entered the market and through their influence moved the market; and the 130 year-old organization just simply couldn’t keep up.  All their years of experience were holding them back.

Does the law of diminishing returns apply to experience?  Is there a point when not just an organization’s, but a leader’s experience could be more of a hindrance than a help?  Could we identify when experience slows the ability to change and adapt to a dynamic environment?  All questions I’ve been pondering lately.

I came across a study in a completely unrelated field – ophthalmology and psychology – that focused on adaptation and aftereffects in high level vision.  Of course the obvious question is what’s that got to do with leadership?!  Good question.  A section entitled “adaption and response normalization” got my attention.  Do years of experience lead to response normalization?  We’ve adapted and adjusted so many times that our response has been normalized; we simply do what’s become “normal.” 

Experience can lead to a treasure trove of wisdom and insight, but it can also lead to unforeseen quicksand that stops us in our tracks and hinders our ability to see more than a few feet in front of us.  Is our experience broadening our vision as if we’re looking at the world through both a telescope and a microscope or has it gradually become blinders that narrowed our vision?

How might we know the difference?  We could ask a few questions.  When was the last time we tried a new approach to a common problem or challenge, instead of what we’ve always done?  When was the last time we learned to do something new?  When was the last time we really listened to someone just entering our field?  When was the last time we really studied our competition?  When was the last time we asked what our business (or department) would look like if we were starting our business today?

Experience is one of those things that happen over time, gradually, and when things happen gradually we don’t always recognize the affect it has on us.  Is our experience creating a normalized response, or is it creating a sense of curiosity to continue to explore, ask questions and remain nimble for whatever change comes our way?