Many people have ideas that they think could be a game changer. Maybe it’s a new product, an innovative process, a procedure, or a marketing strategy that will turn heads and accelerate growth.
The problem is too many of these stop-the-music brainstorms find their way straight to the computer trash bin because the initiator doesn’t understand the importance of making their idea someone else’s, too. This simply means that to get off dead center and begin the process of translating an idea into reality, it takes a village comprising others with varying expertise, skills and, more importantly, the ability to enhance the concept by making incremental improvements that were not originally envisioned. Those improvements could be recognizing an added purpose, eliminating an element that is superfluous, or finding a distinct application that transcends or is diametric to the scope of what was originally envisioned.
At the starting gate there is usually an “aha” moment when a nebulous innovation you’ve been kicking around in your head suddenly crystallizes, and the why and how to take something that’s never been done before just clicks. This can include breaking sacrosanct rules and challenging taboos by taking the obvious and rearranging processes so that they become synchronized into the new formation, opening up unique horizons for accomplishing the original objective.
A hurdle that must be overcome is getting others in the organization interested. Frequently, others don’t buy the concept, or they are too distracted by existing work on routine duties to take chances. The trick here is to make others an important part of the effort. To do this effectively one has to be a super salesperson and create a scenario where every participant can be perceived as a mover and shaker, and enjoy the fruits of success and the pride of being on the cutting edge.
Many people are motivated by being recognized, sometimes for the first time, as an innovator or a strategist who can develop ways to become promoters of the undertaking. There is strength in numbers when people from various areas of the company help do the initiator’s bidding by pitching the concept to cohorts at various levels of the business. Getting this type of buy-in has little to do with asking an associate for a favor in pitching your idea to others. Instead, it’s giving this same person the opportunity to be a part of something new or unique. This is best achieved by communicating the idea clearly, explaining the features and benefits of the objective and then positioning them to be recognized as someone who can make a difference and can venture outside the norm of their daily, and many times mundane, responsibilities.
These converts may have a reputation as followers who are most comfortable drawing in-between the lines, dotting every “I” and crossing every “T.” Getting them on board might require pushing them, kicking and screaming, over the finish line.
To succeed, you need a good idea, the ability to sell and groom acolytes to make them believers, and a leader who can pull all the pieces together to complete the puzzle. ●
Michael Feuer co-founded OfficeMax and in 16-years, as CEO, grew the retailer to sales of $5 billion in 1,000 stores worldwide.
