You can complain “I don’t have any leverage; I can’t change the cubicles, I can’t rewrite the reward system. And the answer is “No you can’t; don’t even try.” But simply through your own thinking, and getting other people to think differently as well, you can have enormous impact without changing any of that stuff even if you are not a member of the board.
The simple fact is “smart is smart,” and we’re talking about you offering up an additional way of viewing problems. You’ll never get in real trouble for doing that, especially if you do it gently by saying “can we think about this in another way?”
With that throat clearing complete, here are seven proven steps you can take in introducing new ideas in your, or any, organization:
1. Link what you want to do to a business imperative. This is just about always fatal if it is overlooked—and it generally is. That’s a shame since it is so easily addressed. Yes, of course, the idea of the rocket backpack that will allow us to fly to work is exciting, but if you work for a company that makes ball bearings it is hard to see the fit. You want to begin the conversation by being able to say something like, “you know, the organization has the business goals of A, B, and C. (You can talk about organizational goals—such as improving team work—as well, but odds are you will find a more receptive audience if you start with business goals.) I’ve got an idea that I think will fit perfectly.”
2. Produce obvious, “local” business results. Don’t focus on organizational or cultural change. Prove the efficacy of your idea in the vocabulary and currency of your organization. Sure, it would be nice if you could change your organization into “the next Google” overnight, a firm that is willing to go wherever the market takes it. But if your boss’ goal is to have the highest performing region in the company, that (a la point number 1) is the place to focus your attention.
3. Make sure there is sufficient autonomy. The unit(s) or individuals working on the new idea must have enough freedom to be different and protected from the “restorative forces” the organization will impose (even in spite of itself.) What this means for you and your project is this. Don’t worry about getting everyone committed. You don’t need to! There are four postures people can adopt: keep it from happening, let it happen, help it happen and make it happen. Obviously, you don’t want anyone in the “keep it from happening mode” if you can avoid it. But most people simply have to “let it happen.” You and (and maybe a few others) have to “make it happen.” Your boss (and maybe a few others) have to “help it happen” and create a buffer around you. So, rather than asking “how do I get everybody committed to my idea” keep asking yourself: “What is the least amount of commitment I need to move forward.”
