Figuring out what is wrong in your smaller business is hard. Getting others to help you fix it is even harder. Here are 10 ways to get everyone on board
At a recent presentation I gave, an audience member asked me, "How do I build a business case so I get heard?"
In my day job, I frequently help executives form business cases, defining what products should get more marketing push, which business unit should get the next investment dollars, or how to restructure a team to be more effective. I've seen hundreds of their approaches and their peers' approaches, and have gathered my own thoughts. Here's what I know to be effective:
1. Always get a clear snapshot of the situation. Figure out what is "broken" or is needed by determining the impact to the business. Next, get people to help you shape that. Start by first thinking about it yourself, then take a straw poll and test your ideas on others. As you do your research, incorporate additional aspects. The key is to gain input while you're leading.
2. Select the most important thing to solve. This is probably the biggest mistake I see made. In some cases, it's really about one decision, not 10, but everyone will want to add their favorite issue to your list -- it's human nature. The key is to say, "We'll get to other things, but let's score a win on the most crucial step and move the ball farther down the field." Focus on the issue that needs to be solved and don't let it become obscured by anything else. Keep it clear.
3. Get the facts straight. Facts are important. Everyone hates wasting time with a dilettante. Figure out what you know and what you need to know. Be sure to confirm that the facts really are as you believe them to be. This can be a source of friction later, so make confirmation a part of your process. Be a relentless fact-checker and look at the situation from multiple aspects to be certain you're correct.
4. Know your audience. Whoever your audience is, talk about what matters to them. I remember in 2005 when Bono made the cover of Time with Melinda and Bill Gates as Person of the Year, he mentioned in the interview that he quoted Scripture and talked about specific metrics for success when he spoke with George W. Bush. When speaking to a senator from Illinois, he turned the topic to development aid as a reminder of America's greatness in the rest of the world. The core message and "problem/solution" idea was tuned for each individual according to his or her interests. The key is to pick out what really matters to the person or audience and focus on it.
5. Ask for permission to solve the problem. One way to get buy-in is to ask for it. "Do we agree this is a problem that needs to get solved?" Get people to empower you to solve it. Frequently you'll find the group relieved that someone is initiating activity. A kick-start can be the perfect solution.
6. Don't ask for permission to solve the problem. Know when it's right not to seek permission. It takes charm, clarity of voice, and the ability to resonate with others' visions to create change. Just start solving things and you'll be amazed at how many people will hop on your bandwagon. As Rear Adm. Grace Hopper once said, "It's easier to ask forgiveness than it is to get permission." Know the culture of the organization to assess how far you can go without appearing like a bull in a china shop.
7. Tell 'em what is solved. Seriously, getting all the way up the hill is fun, but plant the flag and let others know it's solved. Not only will you get credit, but people will figure out how to advance to another place. It's important to let people in the organization know what is solved, how it helps the organization, and what is still needed. Make quick progress, then communicate it out. Be sure to include how it helped the organization in a measurable way -- then let people know what still has to get done.
8. Figure out what metrics are key to ongoing performance tracking. Remember that people are habitual. Things sometimes go backward when they're not being watched. Put a three- or six-month plan in place, including a maintenance process to track milestones on the way to success. It can be a commitment to do a 15-minute report in six months. Just knowing someone is going to check back in will normally keep things in line. At a minimum, you've decided it's worth tracking, and that makes for good management.
9. Recognize that things take time. A colleague of mine came to me a year ago and asked for help with framing something she'd been trying to fix. She was just at step one, but 40 minutes after we started, she had an outline for four slides. Last week, she got a new job leading this area. That happened only because she identified the strategic value to the organization and why she wanted to lead it, and then she communicated that value effectively to others.
10. Have fun. Leading is only enjoyable if people are following you and you're creating change or adding to the organization's value. If your intention is backed by high ideals, it's likely you'll attract others to follow you. It's not about political gain or career status. It's about being a person worth following.
Read other Strategy Matters columns by Nilofer Merchant
Nilofer Merchant, CEO of Rubicon Consulting, is a global high-tech industry thought leader and trusted strategic adviser for companies such as Adobe, Symantec, and VMware. She publishes and speaks frequently on strategy, innovation, and leadership.
