Something fun that happened yesterday after I shared my post about writing an ebook in a week is that half of my network thought I was moving too fast, and the other half thought I was moving too slow.
As someone likes to sit at the invisible intersections between multiple industries at once, I thought this dynamic tension from both sides was very interesting.
It reminded me of change management in corporate settings. As a fractional worker, I’m frequently brought into companies to design and implement operational processes that guide teams through significant transitions. Recently, I helped the Uniswap Foundation enhance their internal grants program and supported Interplanetary Shipyard establish themselves as an independent developer team.
What I’ve noticed is – leading through change of any kind is kind of like leading a group of people through Times Square just as the Broadway shows let out. (Which, weirdly, I also have quite a lot of experience with.) The streets are so crowded that it’s hard to see where you’re going, and it’s difficult for everyone to stay together.
In a business context, I’ve noticed that my job often comes in two parts. First, developing the plan, and second, seeing it through. But you can’t implement a transformative plan in isolation, and you certainly can’t force-fit an entirely new operational paradigm without some buy-in.
If you walked into a company and suggested a major overhaul—like implementing a new CRM to manage the sales pipeline—during your first week, you’d likely get a lot of side-eye from your new colleagues. But if, as a Chief Revenue Officer, you waited an entire year before suggesting an upgrade to a new CRM, your colleagues might sigh and wonder why you didn’t help them get there sooner. The trick is to get just enough people on board at the right time to build a little momentum.
The most incredible thing about transformative change is that things will keep moving, regardless of the pace you choose to move.
I totally get the temptation to push the boundaries and operate at the bleeding edge of what's possible in today's fast-paced world. But I also recognize that living in that hyperdrive mode isn’t sustainable—or practical—for many of us right now.
By operating exclusively in an accelerationist mindset, you risk leaving others behind, missing the chance to bring them along on the journey. On the other hand, if you focus exclusively on preservation, you might miss the opportunity to lift out into a new paradigm. In the end, it comes down to who you’re trying to stick with as you navigate the crowds in Times Square.
