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Bringing Ideas to Life: Seven Principles for Pulling Together
You're so excited you're practically bouncing off the walls. This idea-your best ever-is not only going to save the company tens of thousands of dollars this year, it's eventually going to be a moneymaker. However, following your presentation, your three colleagues sit staring at you like 'hear no evil,' 'see no evil' and 'speak no evil.' You stare back at them in idiotic wonder: Why don't they want what you want-especially when it's so clearly the best thing for the company? Almost everyone has this experience at one time or another, and the reason for it is simple: When you make a presentation instead of having a conversation about an idea, it's anyone's guess what's going on in the minds of your 'audience.' Do they get it? Do they like it? Do they like you? Some idea people really don't care how they're heard. They're movers and shakers who pride themselves on being able to create and implement ideas on their own. Others care more about interpersonal relationships than ideas. For them, what's truly important is being aware of and sensitive to the needs, notions and feelings of colleagues, not bringing great ideas to life. Being just an idea person or just a relationship person limits your effectiveness in the workplace. The way to bring an idea to life is to focus on developing the idea and enhancing your relationships with coworkers simultaneously. Go into the conference room with the intention of sharing your idea and involving others in shaping, strengthening, and implementing the concept in its final form. By engaging others in the innovation process, you'll emerge with superior results and stronger bonds between people. Intention is one of the seven principles for pulling together. The others are:
Interpersonal and other contextual 'land mines' are scattered throughout most work environments. If you don't survey the land and step carefully, you'll set them off and you and your idea will suffer. 'Land mines' to consider include: Slowing down and breathing deeply is also a smart response to triggers in the corporate conference room. When someone resists your idea by saying "I don't like it, it's stupid," you might be tempted to knee-jerk with defensiveness ("No, you're stupid."); sarcasm ("Why don't you grace us with one of your wonderfully creative ideas, then?"); force of reason, (you believe that if you explain the idea repeatedly, they'll see its wisdom and beauty and like it); or moving ahead as if the resistance-and the resister-don't exist. The best way to avoid knee-jerking: Discover your triggers and practice stepping back, breathing, consciously relaxing your body and mind, and focusing your attention on positively reconnecting with the people resisting. Rick is an advisor to organizations on ways to lead Change without Migraines?. He is author of many books on change including Why Don't You Want What I Want? and Beyond the Wall of Resistance. You can access free articles and tools at http://www.beyondresistance.com.
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