"If it ain't broke, don't fix it."

It's something most of us have heard a lot, especially when it comes to keeping something running smoothly. It's the proven method that has stood the test of time and enabled people and operations to maintain that daily cadence. It's the thing you can point to when questioned about longevity. 

"No risk, no reward."

Ah, the motto that feels like the phone wallpaper of entrepreneurs and someone ready to ascend K-2. This phrase promises something new, an intimidating journey, and the potential for great success. It begs the question: Are you brave enough to step out and do something different? 

I’m probably being a little superfluous with the descriptions, but the point is this: there comes a time when you have to decide whether it’s time for change or time to stay consistent.

So here’s what I’m going to do. I’m going to break down what I’ve heard from you—the fleets—with the goal to identify where consistency is still serving you, and where a change in approach is starting to make more sense.

Time for Change? 

It's easy to say it's time for change when something isn't working. But what do you do when the operation is running smoothly? Fleets that have that consistency seem to take that leap of faith into a new venture when there is pressure from administration or when they see an opportunity that could benefit the operation in the long run. 

And when that happens, the best fleets aren’t changing for the sake of changing. They’re changing with intent. They’re looking at the next problem before it becomes a problem, whether that’s technician staffing,replacement cycles, or simply the expectations that keep rising year over year. The move is not always comfortable, but it’s calculated.

You can see that with our Leading Fleets. They understand when it's time to move the dial and they know how to start forming a plan when the time comes.

Time for Consistency?

Knowing the timing for consistency might not seem particularly challenging, but finding a cadence that delivers results can be difficult for an operation, especially in an industry with frequent external changes. 

But how do you start that consistency and keep it? 

From what I’ve heard, it comes down to getting the basics repeatable before you try to make them impressive. Consistency starts with a small set of standards that don’t move around.

Then it becomes about protecting the cadence. The fleets that stay consistent tend to do a few things well: they set a schedule and defend it, they track a handful of metrics that actually influence behavior, and they build processes that can survive turnover. 

And there’s a mindset piece, too. Consistency is not “we’ve always done it this way.” It’s “we’ve proven this works, and we’re going to keep it working.” That means you don’t abandon what’s solid just because a new priority arises. You pressure-test it. You adjust around it. And if you do change something, you do so intentionally, with enough time and training for it to stick.