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?

http://youtu.be/CEl1TFQVYhk

Do cheap experiments

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?

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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?

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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

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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

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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

http://youtu.be/9buGE_vKxcc

Celebrate successes using handwritten notes

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

http://www.tignum.com/sink_float_or_swim

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