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Talking about adjustments... What's killed the frog?

Have you heard about the “frog story”? For those who did, a refresh is always welcome… and for those of you who didn’t, I hope that you appreciate the morale of it...

In my blog Organizational Change - Running against the wind or Riding the wind, I wrote that being in the middle of a reorganization or restructuring isn’t funny at all and that adjusting to new circumstances is a drain on your psychological energy.

But then, what if we just can’t manage that emotional fatigue? Read first the story and you’ll understand my point better afterwards...

Here how the frog story goes:

When you put a frog in a vessel of water and start heating the water… And the temperature of the water rises, the frog is able to adjust its body temperature accordingly.

The frog keeps on adjusting with increase in temperature. Just when the water is about to reach boiling point, the frog is not able to adjust anymore… At that point the frog decides to jump out.

The frog tries to jump but is unable to do so, because it lost all its strength in adjusting with the water temperature. Very soon the frog dies.

What’s killed the frog?

Many of us would say the boiling water...…But the truth is, what killed the frog was its own inability to decide when it had to jump out.”

The point is that we all need to adjust with people and situations, but we need to be sure when we need to adjust and when we need to confront / face or even consciously move out/ on.

There are times when we need to face the situation and take the appropriate action. Fight it & do it with all your honesty, sincerity and full force.

On the other side, if you are 110% sure that environment is beyond control or the objective is not providing adequate incentive, leave your ego, quit and move on to more productive cause in life.

Not only this will avoid your unnecessary suffering, this will make you a better and balanced leader of your life and task in hand.

Life is too short to stay in a ‘boiling-pot’ and not jump out.

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