When talking to business people who I consider I can hold open and honest dialogue with, I often lead the conversation to the subject of “what’s new for you/ your business that’s coming through the pipeline ?”. If the person who I am engaged in conversation with is willing to oblige an answer I’ll try and extend the exchanges between us on this topic – because answers given in relation to this question provide me with a high-level good understanding as to what the appetite for change and commitment to innovation is in the minds of decision-makers.
During such conversations I’ll try and think about an innovative approach/ product/ angle/ suggestion for the other person to consider. And that watch for their reaction. I interpret an immediate dismissal of an idea as being symptomatic of a current mindset that isn’t ready to entertain ideas/ concepts/ suggestions beyond their own current range of ideas. It also suggests to me that (at that point in time) the business person is likely to have a small appetite (and perhaps capacity) for change – regardless of the credibility/ validity of the input suggestions offered to them.
My best recommendation to leaders of organisations (e.g. CEO’s, GM,’s, etc) – or even just a few people – is despite the level of dismissal/ rejection displayed by people who you are attempting to influence with your ideas, persevere. particularly if you remain convinced in the validity, relevancy and credibility of your suggestions/ proposals. Why persevere ?
Three main reasons:
a) Sometimes decision-makers who you are trying to appeal to are so preoccupied at the time of your delivery to them, that they are unable to accommodate any more new ideas/ input at that time.
b) New innovative ideas should not be discarded in the current era (and into the future) without them firstly having been subjected to close examination and rationalisation. It is becoming increasingly difficult for businesses to innovate to the extent that significantly new or improved products/ services are born as a result.
c) If allowed to “see the light of day” (i.e. if the idea is authorised to move through Research & Development and ultimately is then authorised to be launched as a commercialised product/ service) it could well prove to be a “game changer” for the given organisation – generating revenue beyond prediction as it enters the ‘Growth’ phase of the Product Life Cycle.
I have seen even moderately-sized organisations throw-away golden opportunities to achieve additional revenue, mainly because the proposal offered to the decision-makers was either unfamiliar to them and/ or sat outside their “comfort zone” (perhaps due to their unfamiliarity with the knowledge that was being presented). Decision-makers must develop larger appetites for change – even if that means experiencing a little “indigestion” to start with. If you’re not willing to entertain change – and change is now the most reliable constant in human life – then pass the decision-making reins to people who are prepared to be instrumental in instigating, embracing and helping facilitate change. The organisation which you are a part of/ own/ manage depends on “change-ready” people being at the helm…for the sake of its survival.