Post on 07-Feb-2016
description
How can wemake ideas happen?
Question # 1
Are you doing things that fulfill your purpose?
Further inspiration
https://www.teacherspayteachers.com/Product/What-is-your-purpose-1438787
Question # 2
Are you doing what is important and urgent?
When is the urgency rate high enough?
From what I have seen, the answer is
when about 75% of a company’s management is honestly convinced that business as usual is totally unacceptable. Anything less can produce very serious problems later on in the process.
http://hbr.org/2007/01/leading-change-why-transformation-efforts-fail/ar/2
John Kotter.
DelegateDepositNot
important
Do nowSchedule in calendarImportant
UrgentNot urgent
Eisenhower matrix. http://www.mindtools.com/pages/article/newHTE_91.htm
20% of the results
80% of the results
80% of the time spent
20% of the time spent
Pareto’s principle.
Question # 3
Are you setting goals and reaching them?
When you set goals, set goals that build on your strengths – skills that you already now master.
https://hbr.org/2014/12/make-your-work-resolutions-stick
Not goals
Change is happening
Goals
What do I doWhat don’t I do
Break goals into small, concrete steps.
https://hbr.org/video/4681126964001/break-your-big-goals-into-small-steps
Define a 100-day challenge.
http://blogs.hbr.org/ashkenas/2010/09/dont-let-your-next-crisis-go-t.html
Nadim Matta found that huge amounts of talent and resources in developing countries were being devoted to developing top-down solutions for agricultural productivity, clean water, maternal health, and other areas.
So instead of experts and officials shaping solutions and giving them to the recipients, Nadim Matta worked with local leaders to challenge the ultimate recipients to come up with their own solutions in 100 days or less, and to use the experts, government officials, and aid workers as resources.
http://blogs.hbr.org/ashkenas/2012/12/in-a-change-effort-start-with.html
Question # 4
Are you sharing your goals with people you trust?
Adapted fromhttps://hbr.org/2014/12/make-your-work-resolutions-stick
Share your goals with people you trust / love. Ask them for support and encouragement when you need it.
Question # 5
Are youdoing 1 thing at a time?
Focus on the 1 thing that
will have the greatest impact.
Sourceshttp://blogs.hbr.org/bregman/2009/10/i-lost-18-pounds-in.htmlhttp://blogs.hbr.org/cs/2012/09/ten_ways_to_get_people_to_chan.htmlhttp://hbr.org/tip?date=101612
http://blogs.hbr.org/schwartz/2011/01/six-keys-to-changing-almost-an.html
Be specific about what to do.
Question # 6
To what extent do youkeep things simple?
http://www.business-strategy-innovation.com/2009/08/great-ideas-arent-innovation.html
Usability drives adoptability, and
therefore it pays to keep things simple.
Question # 7
How can youdemonstrate your idea?
https://hbr.org/2014/10/getting-people-to-believe-in-something-they-cant-yet-imagine/
When Gary Starkweather, the inventor of the Xerox 9700 high-speed laser printer that revolutionized
the printing industry, demonstrated his prototype in a competition, he began to break through resistance to change.
In 2008, Colin Foster was able to overcome strong resistance at Novartis to employing social media to engage customers. The company’s lawyers and its top management opposed the use of social media because of their inability to control the content.
Foster arranged a meeting with the company’s president, bringing along an expert from
IBM to explain social media. At the start of the meeting Foster opened his computer and typed “Novartis” into a Twitter search, stating
“We’ll get back to this later.” About an hour later, as the meeting was ending, Foster turned back to his computer. Over 600 tweets mentioning Novartis had been generated, all without any participation from the company.
The president seemed to suddenly recognize that the company was going to be the subject of social media conversation regardless of what it did, and directed Foster to form a high-level team to examine how the company should use social media.
https://hbr.org/2014/10/getting-people-to-believe-in-something-they-cant-yet-imagine/
Question # 8
Are you trying out ideasat low costs?
After demonstrating that his high-speed laser printer prototype outperformed alternatives, Gary Starkweather and his boss came up with the idea of grafting lasers onto older, excess inventory printers, turning them into working laser printers at minimal cost, and offering them for free to several good customers to test.
The response to these first laser printers was overwhelmingly positive, spawning a multi-billion dollar business.
https://hbr.org/2014/10/getting-people-to-believe-in-something-they-cant-yet-imagine/
Build a just try it culture - emphasize ”test
and learn” instead of ”plan and execute.”
Hamel, Gary: The Future of Management, p. 120.
Question # 9
How can we quicklychange the environment?
If there are no cookies in the house, we cannot eat cookies at 3 o’clock in the morning.
http://time.com/3462103/you-read-about-change-never-change/
Question # 10
What can you do to become a a role model?
htt
p:/
/ww
w.t
ed.c
om
/tal
ks/r
on
_fin
ley_
a_gu
erill
a_ga
rden
er_i
n_s
ou
th_c
entr
al_l
a.h
tml
Jack Welch: Role model management is – without question – the key to driving behaviours
http://video.mit.edu/watch/a-new-conversation-with-jack-welch-9702/, minute 36.
One way we learn new ways of looking at things
is to identify ourselves with a role model, boss, mentor, friend, or consultant, and begin to see things from that other person’s point of view.
Schein, Edgar H.: Process Consultation, p. 105.
Further inspiration
https://www.teacherspayteachers.com/Product/What-is-good-leadership-1489536
Question # 11
What ideas are you funding?
Fund an idea and agree to fund it and
back it through the development and deployment process.
http://www.business-strategy-innovation.com/wordpress/2010/08/four-ways-ideas-are-selected-for-implementation/
Further inspiration
https://www.teacherspayteachers.com/Product/Crowdfunding-2098233
Question # 12
How do youuse symbols to signal new era?
htt
p:/
/im
ages
.bu
sin
essw
eek.
com
/ss/
09
/06
/06
24
_ad
s_yo
u_w
on
t_h
ate/
19
.htm
Question # 13
How do wemeasure innovation?
Further inspiration
https://www.teacherspayteachers.com/Product/How-do-we-measure-innovation-1677219
Question # 14
To what extent do youuse social media to
communicate continuously?
In more successful transformation efforts,
executives use all existing communication channels to broadcast the vision.
John Kotter.
http://hbr.org/2007/01/leading-change-why-transformation-efforts-fail/ar/2
Create a platform - physical or virtual - that allows supporters of your idea to connect and further disseminate your idea.
http://hbr.org/tip?date=090712
Sudden break with status quo.
Large, radical change.
Revolutionarychange
Continuous communication.
Continuous improvement.
Permanent learning.
Small, step-by-step changes.
Continuouschange
Proactive
change
Reactive
change
Revolu-
tionary
change
Conti-
nuous
change
http://arc.hhs.se/download.aspx?MediumId=537, p. 19.
In a blog posting or in a tweet, lay out your best
plan and write “unless I hear differentlyby close of play tomorrow I will go ahead with this.”
http://www.destination-innovation.com/articles/?p=1766
Question # 15
To what extent do yougive and receive feedback?
Further inspiration
https://www.teacherspayteachers.com/Product/How-do-we-give-and-receive-feedback-1761017
Question # 16
How can werespond head-on
to negative expressions?
http://www.amazon.de/Buy-In-Saving-Your-Getting-ebook/dp/B003YL4KSA/, location 1430.
Negative expressionThe idea is interesting, but it is not the right time. We need to wait until….
ResponseThe best time is almost always when you have people excited and committed to make something happen. And that’s now.
Adapted fromhttp://www.amazon.de/Buy-In-Saving-Your-Getting-ebook/dp/B003YL4KSA/, location 1530.
Negative expressionWe don’t really have the skills to do this.
ResponseWe have much of what we need, and we can and will get the rest. Let’s go.
http://www.amazon.de/Buy-In-Saving-Your-Getting-ebook/dp/B003YL4KSA/, location 1200.
Negative expressionYour proposal doesn’t go nearly far enough.
ResponseMaybe, but our idea will get us started moving in the right direction and will do so without further delay.
When you hear a negative statement, ask also:
What makes you think that?
http://leadershipfreak.wordpress.com/2014/02/11/10-ways-to-deal-with-dark-gorillas/
Further inspiration
https://www.teacherspayteachers.com/Product/How-do-we-manage-our-emotions-1678947
Question # 17
How can youcommunicate passionately?
To get your ideas heard, be passionate, share your enthusiasm.
http://web.hbr.org/email/archive/managementtip.php?date=051211
http://hmi.ewi.utwente.nl/verslagen/capita-selecta/CS-Zimmerman-Jurrit.pdf
High energy
Low energy
Alert
Excited
Happy
Nervous
Stressed
Sad
Depressed
Tired Calm
Relaxed
Satisfied
Angry
Sou
rces
htt
p:/
/th
ehyp
erte
xtu
al.c
om
/201
0/0
4/0
8/g
ary-
ham
els-
pyr
amid
-of-
hu
man
-cap
abili
ties
/h
ttp
://w
ww
.bu
sin
ess-
stra
tegy
-in
no
vati
on
.co
m/2
01
0/0
4/e
mp
loye
e-t
rait
s-h
iera
rch
y-fo
r-cr
eati
ve.h
tm
Gary Hamel
Further inspiration
https://www.teacherspayteachers.com/Product/Hello-speaker-how-will-you-prepare-1449028
Question # 18
How can you tell people what is in it for them?
Try leading the client toward your idea with a series of statements he/she agrees with - and
then pitch your idea as if it's his / her idea.
http://99u.com/articles/7207/Why-Great-Ideas-Get-Rejected
Further inspiration
https://www.teacherspayteachers.com/Product/Social-competence-1600674
Question # 19
How can weget fresh inputs from outside?
When Jamie Oliver wanted to change the eating habits of kids at a U.S. school, he got their attention with a single, disgusting image:
A truckload of pure animal fat.
http://blogs.hbr.org/cs/2012/09/ten_ways_to_get_people_to_chan.html
Example
htt
p:/
/blo
gs.h
br.
org
/cs/
20
12
/09
/ten
_way
s_to
_get
_pe
op
le_t
o_
chan
.htm
l
Rational input from outside
Rational engagement
focus
Emotional inputfrom outside
Emotional engagement
focus
External Change Driver
Internal Change Driver
http://www.youtube.com/watch?v=sNzkmZdM4A4http://www.economist.com/node/16888745?story_id=16888745http://www.businessinsider.com/7-steps-for-putting-ideas-into-action-2013-12
Bring in fresh voices from outside.
At http://www.lowes.com/, there is a team that collaborates with outside startup companies to build prototypes.
Sourceshttps://hbr.org/2015/09/6-ways-to-keep-good-ideas-from-dying-at-your-company
Only from outside can one be sure of disinterested criticism, astringent appraisal, the rude question.
Only from outside can one expect judgments untainted by the loyalty and camaraderie of insiders, undistorted by the comfortable assumptions held within the walls.
Gardner, John W.: On Leadership, p. 130.
Question # 20
How can youend each meeting with
action steps?
http://www.innovationmanagement.se/2011/05/09/how-to-make-your-ideas-actually-happen/
When you do meet with clients or colleagues, end each meeting with a quick review of
captured action steps.
The exercise takes less than 30 seconds per person. Each person should share what they captured.
Further inspiration
https://www.teacherspayteachers.com/Product/Improving-meetings-1569739
Question # 21
What can we do to
celebrate success?
Examples of ways to celebrate success experiences
Write tweets in which people are recognized for what they do. Write a handwritten note to people who have done great. Invite a person over for a cup of coffee.
Adapted fromhttps://hbr.org/2014/02/coping-techniques-for-lonely-change-leaders
Further inspiration
https://www.teacherspayteachers.com/Product/How-should-people-be-paid-1374105
Question # 22
How can you find the courage to ask for forgiveness rather than
for permission?
If you see an opportunity, go for it!
SourceShona Brown, Google.Hamel, Gary: The Future of Management, p. 112.
What rules could we get rid of today that would increase our ability to create value?
http://www.managementexchange.com/blog/twenty-questions-i-ask-myself-every-day
Further inspiration
https://www.teacherspayteachers.com/Product/How-do-people-handle-the-unknown-1431751
Question # 23
How can youget power to do things?
# 1Who should recommend a course of action on a key decision?
# 2Who must agree to a recommendation before it can move forward?
# 3Who will perform the actions needed to implement the decision effectively?
3 questions
http://hbr.org/product/hbr-s-10-must-reads-on-strategy-with-featured-arti/an/12601-PBK-ENG page 232.
Make sure everyone knows which decisions and actions he or she is responsible for.
http://hbr.harvardbusiness.org/2008/06/the-secrets-to-successful-strategy-execution/ar/1
Bypassing the normal channels and
empowering a smaller number of innovators is often a better way to kickstart innovation.
http://www.destination-innovation.com/articles/?p=1864
Question # 24
How can youavoid people who resist change?
The most frozen layer in any organization, I think, is the people with experience who
think they know best, who believe that nothing can be changed.
Ravi Kant
http://www.mckinsey.com/insights/organization/leading_change_an_interview_with_the_managing_director_of_tata_motors
In any large organization you will inevitably meet individuals who love to hate.
Confront your haters with facts if they are
misinformed, but otherwise ignore them, as they are an endless drain on your energy.
http://blogs.hbr.org/2014/02/coping-techniques-for-lonely-change-leaders/
Further inspiration
https://www.teacherspayteachers.com/Product/Reasons-why-people-resist-change-1453736
Question # 25
What can you do towork with people
who want change?
Jamie Oliver sought out the most influential teachers – adults who already had the trust of the school children.
Once they saw better health was possible, it became a genuine motivator.
http://www.strategy-business.com/article/11205?pg=all
When we started to connect with what we call the younger high performers - people in their late 20s and early 30s - it was very different. We would have breakfast meetings with a dozen of them, and we would invite them to give very, very frank views. We soon realized that they were suffocated and wanted change. So we we started picking out some of these individuals and giving them challenges.
Ravi Kant
http://www.mckinsey.com/insights/organization/leading_change_an_interview_with_the_managing_director_of_tata_motors
Girish Wagh was in his early 30s when he headed the Tata NanoProject.
http://economictimes.indiatimes.com/features/corporate-dossier/innovative-companies-are-constantly-obsoleting-themselves-vijay-govindarajan/articleshow/7673968.cms
Attitude10: Very positive.1: Very negative.
Activity10: Very active.1: Very inactive.
Competence10: Very competent.1: Not competent.
Ms. X
Mr. Y
Mr. T
Surround yourself with people you want to be.
http://time.com/3462103/you-read-about-change-never-change/
A robust support system will contain a mix of individuals who have the real power to help when you need it most and others who can lend perspective and remind you of the big picture when you inevitably lose your way.
Examples Friends. Working partners you trust.
Adapted fromhttp://blogs.hbr.org/2014/02/coping-techniques-for-lonely-change-leaders/
John Kotter: People have got to want to do it
http://www.vimeo.com/20000475
Thank you for your interest. For more inspiration and personalized services, please feel welcome to visit http://frankcalberg.com
Have a great day.