Goals Change is happening
What don’t I do What do I do
Create a flow of value to customers by
“chunking” feature delivery into small
Define a 100-day challenge.
Nadim Matta found that huge amounts of talent and resources in
developing countries were being devoted to developing top-down
solutions for agricultural productivity, clean water,
maternal health, and other areas.
So instead of experts and officials shaping solutions and giving
them to the recipients, Nadim Matta worked with local leaders
to challenge the ultimate recipients to come up with their own
solutions in 100 days or less, and to use the experts,
government officials, and aid workers as resources.
Keep in mind!
Goals may promote competition
rather than cooperation and ultimately
lower overall performance.
Focus on the 1 thing that
will have the greatest impact.
Be specific about what to do.
One way we learn new ways of looking at
things is to identify ourselves with a role
model, boss, mentor, friend, or consultant,
and begin to see things from that other
person’s point of view.
Schein, Edgar H.: Process Consultation, p. 105.
Fund an idea and agree to fund it and
back it through the development and
In a blog posting or in a tweet, lay out your best
plan and add “unless I hear differently by
close of play tomorrow I will go ahead with this.”
Idea # 13
Respond head-on to
The idea is interesting, but it is not the right time.
We need to wait until….
The best time is almost always when you have people
excited and committed to make something happen.
And that’s now.
http://www.amazon.de/Buy-In-Saving-Your-Getting-ebook/dp/B003YL4KSA/, location 1430.
We tried that before. It didn’t work.
That was then. This is now. Times change.
The situation today is different.
If your idea is as good as you say it is, why have nobody done it
It’s an interesting point you bring up. Thank you for mentioning it.
I appreciate your interest. I have learned throughout my life that
there is a first time for everything. And I might add that we as first
movers could take home the biggest fruits. There are several
billion people in the world, and I don’t know for sure whether
someone somewhere is doing something like this. So let’s try.
I recall we discussed a similar idea here in the company years ago.
It may have been as you were still at school.
It’s really interesting to hear that there were also, years ago, people,
who had thoughts about how this company can develop / renew itself.
Let’s keep living these values of creativity, exploration, development,
experimentation that were once at the very core of this company. In
these times of change, there are possibilities occurring that we should
explore. Also, in a changing environment, you surely agree that it is
crucial to keep learning and trying new things out.
Try leading the client toward your idea with a
series of statements he/she agrees with - and
then pitch your idea as if it's his / her idea.
Bring in fresh voices from outside.
Example # 2
When Jamie Oliver wanted to change the
eating habits of kids at a U.S. school, he got
their attention with a single, disgusting image:
A truckload of pure animal fat.
Only from outside can one be sure of
disinterested criticism, astringent appraisal, the
rude question. Only from outside can one
expect judgments untainted by the loyalty and
camaraderie of insiders, undistorted by
the comfortable assumptions held
within the walls.
Gardner, John W.: On Leadership, p. 130.
When you do meet with clients or colleagues,
end each meeting with a quick review of
captured action steps.
The exercise takes less than 30 seconds per
person. Each person should share what they
Examples of ways to celebrate successes
Tweets / blogs in which people are recognized for what they do.
A handwritten note to people who have done something great.
A cup of coffee together somewhere.
Celebrate successes using handwritten notes
Idea # 19
Ask for forgiveness
rather than for permission
If you see an opportunity, go for it!
Shona Brown, Google.
Hamel, Gary: The Future of Management, p. 112.
What rules could we get
rid of today that would
increase our ability to
Bypassing the normal channels and
empowering a smaller number of innovators
is often a better way to kickstart innovation.
Make sure everyone knows which decisions
and actions he or she is responsible for.
Who should recommend a course of action on a key decision?
Who must agree to a recommendation before it can move forward?
Who will perform the actions needed to implement the decision
http://hbr.org/product/hbr-s-10-must-reads-on-strategy-with-featured-arti/an/12601-PBK-ENG page 232.
The most frozen layer in any
organization, I think, is the
people with experience who
think they know best, who
believe that nothing
can be changed.
In any large organization you will inevitably
meet individuals who love to hate.
Confront your haters with facts if they are
misinformed, but otherwise ignore them, as
they are an endless drain on your energy.
Essential to this turnaround was his cultivation of allies
within the community.
For example, he [Jamie Oliver] sought out the most
influential teachers – adults who already had the trust
of the school children. Once they saw better health
was possible, it became a genuine motivator.
10: Very positive.
1: Very negative.
10: Very active.
1: Very inactive.
10: Very competent.
1: Not competent.
A robust support system will contain a mix of individuals
who have the real power to help when you need it most
and others who can lend perspective and remind you of the
big picture when you inevitably lose your way.
Working partners you trust.
John Kotter: People have got to want to do it
When we started to connect with what we call the younger
high performers - people in their late 20s and early 30s - it
was very different. We would have breakfast meetings with a
dozen of them, and we would invite them to give very, very
frank views. We soon realized that they were suffocated
and wanted change. So we we started picking out some of
these individuals and giving them challenges.
Girish Wagh was in his
early 30s when he headed
the Tata Nano Project.
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