Not long ago, I was asked by a local non-profit to speak at its yearly fund-raising gala. You see, this organization’s operating model is changing, and the old ways of doing business are simply less relevant today than in the past. And its director noticed how our company has been navigating a similar shift with our operating models.

Could I share how my company is melding the mainstream of our business with the new stream business realities? And could I talk about how we approached this, and challenge the audience to new ways of thinking at this defining moment in its history?

Do you remember President Obama’s first-term chief of staff, Rahm Emanuel, and his statement: “You never want a serious crisis to go to waste”
I’ve never liked this comment. It implies you can push an individual agenda at a time when others are most vulnerable. “You never want a serious crisis to go to waste.” At the time, many criticized his comment … his choice of language. It did leave something to be desired.

But what’s more important, I think, was what Rahm said after that famous sentence: “And what I mean by that is it’s an opportunity to do things you think you could not do before.” Now, that’s a statement that resonates with me!

When people ask about defining moments – that’s it: A point in time for a company or non-profit, when the way of doing things isn’t working or relevant – and the recognition that change and transformation is required. This can be intimidating. It can be risky. And there will be some resistance from within. But, transformation – particularly when there is a defining moment – can be energizing, engaging, exciting … and a fun and rewarding process.

Throughout the history of my Midwestern, mutual insurance company – with agents in 19 states – we’ve been fully willing, at times and when needed, to recognize defining moments, and to make bold changes to forge a path forward. Even in situations where we were facing real adversity and some risk, we found a way to push ahead. In many cases, the path was incremental. But often, these moves involved larger leaps.

The advice I gave the non-profit group facing similar change was quite simple:

• Recognize a defining moment (if you’re in one).
• Think through a new path (one that maintains and supports your mainstream and invests in a new stream).
• Engage your people to help make it happen.
• Above all, keep your roots strong in the values you don’t want to change and hold dearly.
• And, let those roots and history be the catalyst for momentum into the future.
• Always, always tend to the soul of your organization. Never let these roots hold you back, but let them give you strength to grow.

This requires strong leadership. But your people will step up to the challenge. Often, we – individuals and organizations – settle for less. We don’t take full advantage of our capabilities. We don’t demonstrate courage or passion to move beyond our comfort zone. And, we don’t truly pursue our dreams or what we’re capable of achieving.

Today’s leaders and institutions are actually being called to continuously make necessary, fundamental transformations and shifts in operating models. In times of crisis – or defining moments – this type of leadership is required.

Recognize defining moments. Use them as catalysts for change and transformation. Don’t settle. Find the courage and passion to pursue your transformation aggressively. It’s an opportunity to do things you think you could not do before.