During the holidays, our family came to visit us in California. To make room for our four children and five grandchildren, my wife and I rented an RV, parked it on the street, and made it our quarters for a week. The beds were cramped and hard, we didn’t sleep well, and we had none of the conveniences we were used to. We were, in a word, displaced.
Over the ensuing days, I thought a lot about the virtues of creative displacement. Early in my career, I moved around from job to job and learned a lot. One of my mentors, the head of a publishing company, told me that his leadership philosophy was to shake things up periodically, moving people out of their comfort zones and into new roles. In other words, displacing them.
“After five years, people start to grow stale,” he told me. So, he would shuffle his team periodically, making the marketing director his head of production, for example, moving people around to keep them learning and innovating.
As a consultant, I refer to that experience when I coach executives on the virtues of creative displacement. And I talk about four keys to making it work:
Those are relatively small risks for a lot of upsides. People grow when they are experiencing new things. Periodic job rotations can be a rich source of innovation for the company and rewarding experience for the people involved.
My wife and I adapted to the hard bed in the RV, to stumbling out in the cold, and to not having our clothes when we needed them. It made us more adaptable, more accommodating of each other’s needs, and more creative in finding a quiet place to read or write.
Even now, having moved back into our home, I appreciate the temporary displacement we experienced. It reminded me of the importance of being adaptable. It also reminded me of the things I take for granted. But I emerged from the holidays a better person, grateful for the chance to see the world in a slightly different way.