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Episode Info: How to Stay Relevant in Business In this episode, Ankush speaks with leadership consultant Rich Habets. Some of what they discuss include: – How do we stay relevant in such the fast-paced business world? – Slowing down internally to get more done – How can we slow down right now? – A case study of a client Rich worked with and his approach You can also listen to this podcast and all the episodes in the series via iTunes: iTunes or Stitcher: Stitcher To receive an email informing you of when a new episode of the Business Series is released, please click this link: SUBSCRIBE To contact Richard and find out more about his work, you can email him at richard@richardhabets.com Full Transcript [00:00:00.00] Ankush: Welcome to the business series podcast. My name is Ankush Jain and I am a state of mind coach working with businesses and individuals. On each episode of this series, I’ll be speaking to a coach or trainer on a different topic relevant to your career and your personal development. Enjoy. Welcome back to another episode of the business series podcast. Today I’m joined by Rich Habets who is a management consultant who works with a range of organisations both large and small. He’s had a varied career working both in functions and as a consultant and done a number of different jobs and I’m really excited to have him with us today. Welcome Rich.   [00:00:50.18] Rich: Morning Kush, good to be here.   [00:00:51.10] Ankush: Good to have you. Good to have you. Today we’re talking about how to stay relevant in business and this topic really comes about because I know that you do a lot of work with leaders around change and we seem to be in a world right now where there is so much change happening and it’s going faster than ever. So my question to you just to start off with is how do we stay relevant in such a fast-paced world right now?   [00:01:24.00] Rich: It’s an interesting question. Well, first of all, it depends of course how you define relevant. But the way I describe “relevant” is the way normal leaders would think about, so how do stay with the ball? How do people hear what I am saying? How do I make sure that my vision is out there and people actually function in the way that I see them function right. Let’s see that as relevant. What I see is indeed that like what you see that change is, it’s still an enormous space with the invention of I.T. systems somewhere in the 1970s. And the first microchip was produced, it’s become everyday. I see organizations who go from you know they buy another company and then they have to integrate the system then they buy another company they have to integrate the systems and they go through organizational change they rearrange the processes and people are just overwhelmed by the amount of change. So they’re doing their normal job and then they also have to participate in the process reengineering job for instance. So there is a lot of change going on and I think that ...
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