Innovate or die, you've been told, so you've burned the midnight oil coming up with some great ideas for how your organization can beat your competition to the punch. You present them to your boss, who answers with the dreaded, "No." You know your organization's future depends on its ability to do things differently, but how do you do that when leadership blocks your path?
The commonly accepted strategic planning methodology is a mess. It is time consuming, expensive and tries to be precise in a world of randomness and unpredictability. And it tends to be a painful experience. It needs to change. Here is my practical and proven "Strategic Game Plan' process...
7 reasons why your plan will fail (and what to do about it)Hugh Culver
Learn the seven reasons why most business plans fail and what to avoid. Author, speaker, and professional facilitator, Hugh Culver shares powerful questions to ask yourself to avoid these mistakes. You will also get a proven one-page business plan template to use for your next plan (or to replace the one you just made).
Your business, no matter how small, can benefit from these five notions: Plan for wild success, follow the bright spots, test all guesses, founders need to stay healthy, use funding in smart ways.
"Behind the AI Curtain - Designing for Machine Learning Products" by Crystal YanProductized
When startups first launch, they can make the news with application of cutting edge artificial intelligence (AI) – but convincing users to trust the AI is often another story. There’s often also no process for integrating future AI development into product roadmaps.
In this PRODUCTIZED talk, Crystal Yan covers three key principles for how design and data science teams can work together better to build greater trust among users. Additionally, a case study on how a design and data science team partnered to redesign predictive analytics scores powered by machine learning will illustrate those principles in practice.
Business And Bagels: Why Leadership MattersJason Archer
Michigan State University Broad College of Business Presents this seminar. Learn the five key leadership lessons from a four year case study in re-branding a communication strategy for a worldwide non-profit. Jason will provide practical take-away tips and principles you can use to resource your communication and team-building strategy.
The commonly accepted strategic planning methodology is a mess. It is time consuming, expensive and tries to be precise in a world of randomness and unpredictability. And it tends to be a painful experience. It needs to change. Here is my practical and proven "Strategic Game Plan' process...
7 reasons why your plan will fail (and what to do about it)Hugh Culver
Learn the seven reasons why most business plans fail and what to avoid. Author, speaker, and professional facilitator, Hugh Culver shares powerful questions to ask yourself to avoid these mistakes. You will also get a proven one-page business plan template to use for your next plan (or to replace the one you just made).
Your business, no matter how small, can benefit from these five notions: Plan for wild success, follow the bright spots, test all guesses, founders need to stay healthy, use funding in smart ways.
"Behind the AI Curtain - Designing for Machine Learning Products" by Crystal YanProductized
When startups first launch, they can make the news with application of cutting edge artificial intelligence (AI) – but convincing users to trust the AI is often another story. There’s often also no process for integrating future AI development into product roadmaps.
In this PRODUCTIZED talk, Crystal Yan covers three key principles for how design and data science teams can work together better to build greater trust among users. Additionally, a case study on how a design and data science team partnered to redesign predictive analytics scores powered by machine learning will illustrate those principles in practice.
Business And Bagels: Why Leadership MattersJason Archer
Michigan State University Broad College of Business Presents this seminar. Learn the five key leadership lessons from a four year case study in re-branding a communication strategy for a worldwide non-profit. Jason will provide practical take-away tips and principles you can use to resource your communication and team-building strategy.
Why so many Agile projects are failing? Have we looked at what our teams are missing. Are we learning quickly? Have we deployed the growth mindset/ Agile Mindset.
"The 5 Personas of Product Management (and How to Hire for Them)" by Jason ShenProductized
Product managers are one of the toughest roles to define and hire for, in part because depending on the company and the project, they perform a wide variety of activities. It can be helpful to think of the role as five characters — the Explorer, the Analyst, the Planner, the Advocate, and the Sherpa.
This PRODUCTIZED talk by Jason covers:
1) What each of the five characters does and why it is important
2) Examples of that character in action
3) Specific techniques to identify candidates who could embody this character
4) How these five characters can help your organization better work with product managers
Buhle Dlamini's Owning The Future is a must for organisations and individuals that are serious about being at the forefront and lead the wave of the new economy. While it gives a very strategic and futurist message, it is also light in style. Inspiring, eye-opening, practical and full of ideas you can walk out and apply immediately
1. Always question what they say There’s a saying among researchers, ‘Do a quant survey with 100 people and learn ten things. Do a qual study with ten people and learn 100 things.’ You will learn when research is only providing you a false sense of security.
2. How to be a better consumer of research results If these insights were rabbits, how do stakeholders know which insights (rabbits) are worth chasing? What leads to the best business and design opportunities?
3. Get the best value from a qualitative and quantitative study In this Masterclass, we will be going over which methodology to apply to a research question. We will discuss how to weigh appropriately, act upon, or be critical of the resulting research findings.
4. Tools to help you Know when research is only providing you a false sense of security. Be a better consumer of research results.
5. And many more strategies Learn how to catch the best rabbits!
What it takes to build production ready AI solutionNenad Bozic
We are data company that works with other companies to help them build AI solutions. We are a blend of data scientists and data engineers and that makes us question from different angles how next big AI module will be integrated in your platform. We have pushed more then dozen AI solution in production over past few years.
In this presentation I will share our experience working with various clients on AI solutions. We will give you a list of the most common AI pitfalls that prevent AI solutions to end in production. Are you familiar with PoC drawer, where RnD departments allocate some money to try something new, build that up to a working solution, but it never ends up in production? This presentation will help you prepare for your next AI project and it will help you lower down the chance for it to end up in the PoC drawer.
Slides from a product management training workshop with our partners at the Department of the Interior's Office of Natural Resources Revenue as a part of work together on revenuedata.doi.gov
Slides from a product management training workshop with our partners at the Department of the Interior's Office of Natural Resources Revenue as a part of work together on revenuedata.doi.gov
Open Innovation – less magic, more results! “If you can't measure it, you can...Boye & Co
Identifying the potential for growth in our company or organization, and measuring our Return On Innovation, enables us to achieve results faster. This keynote shares strategic and hands-on advice for:
Faster results and more frequent launches of innovative products and services
A higher success rate due to goals, process and KPI’s being aligned
Reducing the risk of new innovation projects due to a sound structure and the right tools
Engaging people to foster innovation throughout the organization
The speed of innovation is constantly accelerating, but the challenge is that the largest benefits of innovation are still not being measured. In this keynote, Truls Berg, head of Norway's open innovation lab, shares tools, methods and frameworks for measuring, and thereby improving your innovation efforts.
Slides from a product management training workshop with our partners at the Department of the Interior's Office of Natural Resources Revenue as a part of work together on revenuedata.doi.gov
VHMA Annual Meeting: Anticipatory Leadership in the 'Fast Future'Bill Sheridan, CAE
Recent research says our business environment will be characterized by “unprecedented, massive and highly accelerated change” through 2025. To thrive in this new age of hyper-change and growing uncertainty, it is now imperative that leaders learn a new skill – how to accurately anticipate the future. This session will show you how to anticipate future trends and move from being a crisis manager to an opportunity manager. At the end of the session, participants will set actionable steps to elevate and accelerate their organization’s strategy.
Why so many Agile projects are failing? Have we looked at what our teams are missing. Are we learning quickly? Have we deployed the growth mindset/ Agile Mindset.
"The 5 Personas of Product Management (and How to Hire for Them)" by Jason ShenProductized
Product managers are one of the toughest roles to define and hire for, in part because depending on the company and the project, they perform a wide variety of activities. It can be helpful to think of the role as five characters — the Explorer, the Analyst, the Planner, the Advocate, and the Sherpa.
This PRODUCTIZED talk by Jason covers:
1) What each of the five characters does and why it is important
2) Examples of that character in action
3) Specific techniques to identify candidates who could embody this character
4) How these five characters can help your organization better work with product managers
Buhle Dlamini's Owning The Future is a must for organisations and individuals that are serious about being at the forefront and lead the wave of the new economy. While it gives a very strategic and futurist message, it is also light in style. Inspiring, eye-opening, practical and full of ideas you can walk out and apply immediately
1. Always question what they say There’s a saying among researchers, ‘Do a quant survey with 100 people and learn ten things. Do a qual study with ten people and learn 100 things.’ You will learn when research is only providing you a false sense of security.
2. How to be a better consumer of research results If these insights were rabbits, how do stakeholders know which insights (rabbits) are worth chasing? What leads to the best business and design opportunities?
3. Get the best value from a qualitative and quantitative study In this Masterclass, we will be going over which methodology to apply to a research question. We will discuss how to weigh appropriately, act upon, or be critical of the resulting research findings.
4. Tools to help you Know when research is only providing you a false sense of security. Be a better consumer of research results.
5. And many more strategies Learn how to catch the best rabbits!
What it takes to build production ready AI solutionNenad Bozic
We are data company that works with other companies to help them build AI solutions. We are a blend of data scientists and data engineers and that makes us question from different angles how next big AI module will be integrated in your platform. We have pushed more then dozen AI solution in production over past few years.
In this presentation I will share our experience working with various clients on AI solutions. We will give you a list of the most common AI pitfalls that prevent AI solutions to end in production. Are you familiar with PoC drawer, where RnD departments allocate some money to try something new, build that up to a working solution, but it never ends up in production? This presentation will help you prepare for your next AI project and it will help you lower down the chance for it to end up in the PoC drawer.
Slides from a product management training workshop with our partners at the Department of the Interior's Office of Natural Resources Revenue as a part of work together on revenuedata.doi.gov
Slides from a product management training workshop with our partners at the Department of the Interior's Office of Natural Resources Revenue as a part of work together on revenuedata.doi.gov
Open Innovation – less magic, more results! “If you can't measure it, you can...Boye & Co
Identifying the potential for growth in our company or organization, and measuring our Return On Innovation, enables us to achieve results faster. This keynote shares strategic and hands-on advice for:
Faster results and more frequent launches of innovative products and services
A higher success rate due to goals, process and KPI’s being aligned
Reducing the risk of new innovation projects due to a sound structure and the right tools
Engaging people to foster innovation throughout the organization
The speed of innovation is constantly accelerating, but the challenge is that the largest benefits of innovation are still not being measured. In this keynote, Truls Berg, head of Norway's open innovation lab, shares tools, methods and frameworks for measuring, and thereby improving your innovation efforts.
Slides from a product management training workshop with our partners at the Department of the Interior's Office of Natural Resources Revenue as a part of work together on revenuedata.doi.gov
VHMA Annual Meeting: Anticipatory Leadership in the 'Fast Future'Bill Sheridan, CAE
Recent research says our business environment will be characterized by “unprecedented, massive and highly accelerated change” through 2025. To thrive in this new age of hyper-change and growing uncertainty, it is now imperative that leaders learn a new skill – how to accurately anticipate the future. This session will show you how to anticipate future trends and move from being a crisis manager to an opportunity manager. At the end of the session, participants will set actionable steps to elevate and accelerate their organization’s strategy.
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This session was delivered as an Open Colloquium on Apr 30th 2020 for the Master in Information program students. It was organized by the Rutgers School of Communication & Information.
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- What are the biggest challenges in data science that professionals are unaware of? How can students translate that into learnings, to make themselves indispensable in the industry
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Raised on a steady diet of video and online role playing games, The Millennial approach to work is radically different from their Generation X and Baby Boomer counterparts. What if you could use Gamification as a Management Tool—managing your cross-generational teams in the same way Gamers approach a Mission?
Brad Szollose will lead this highly interactive workshop, showing your attendees how to increase engagement, productivity and performance by approaching your team as if you are in a role-playing game.
Key takeaways:
The 3 strategies people managers must do to ignite engagement, growth and increase productivity
The only way self-management can work
Company culture hacks that guarantee loyalty
Discover the methodologies team-driven companies use to hire better
Simple steps to using gamification for increasing employee engagement and performance
How to retain, inspire and prepare the next generation of leaders
There’s a massive difference between teams that rock and those that just don't. Not only do the teams that rock deliver some phenomenal, off-the-page results, they are a joy to work with and be part of. These teams act like magnets for more amazing people, deliver remarkable value for customers and inspire action in others.
This session explored the ideas beneath the Open Leader Method(TM), a unique leadership programme for leaders in IT.
3 Digital Transformation Strategies Driving CXUserTesting
In this Webinar, John Consigli, Director of Customer Experience at Prudential, and UserTesting's Director of Strategic Research Services Lija Hogan will discuss three digital transformation strategies that Prudential is using to drive improvements to its customer experience. Discover why the team chose these techniques and learn about the adaptations they made to unlock the unique value of each of them.
The strategies they have adopted include: Vijay Govindarajan's 3-box model, Google's Design Sprint framework and Eric Gothelf's Lean UX framework.
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How the 3 box model can be used to drive prioritization
What you can do to scale the GV Design Sprint when you don't have 5 days
Approaches to syncing research with Agile sprint cycles
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This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
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Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
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The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
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Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
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Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
16. How to Innovate When Your Boss Says ‘No’ 16
D x V x F > RDissatisfaction with status quo: Shared meaning and
context created collaboratively.
Vision for future: Envisioned future state plus core
purpose and values.
First steps: Top 5 actions using our strat house or
action plans.
Resistance: Gravitational pull of the past + CAVE men
and women
The change equation: Breaking the pull of the past
19. How to Innovate When Your Boss Says ‘No’ 19
Listen
Paraphrase
Acknowledge
Ask better questions
Agree
Align with corporate objectives
Sell risk avoidance
Build a coalition of supporters
32. How to Innovate When Your Boss Says ‘No’ 32
Seven #FutureReady competencies
in the age of the machines
1. Anticipating and serving evolving needs
2. Strategic and critical thinking and synthesizing
intelligence to insight
3. Integration and collaboration
4. Communication
5. Leadership
6. Tech-savviness and data analytics
7. Functional and domain expertise
41. Resources These are among the resources
discussed during today’s presentation.
Pre-Suasion: A Revolutionary Way to Influence and
Persuade, by Robert Cialdini
amzn.to/2Cz4usl
When: The Scientific Secrets of Perfect Timing, by
Dan Pink
amzn.to/2NZ7vEj
Getting Past No: Negotiating in Difficult Situations, by
William Ury
amzn.to/2NZ95WL
Nine Ways to be Innovative When Your Boss Isn’t, by
Paul Sloane
bit.ly/2OMgEFO
A More Beautiful Question: The Power of Inquiry to
Spark Breakthrough Ideas, by Warren Berger
amzn.to/2yqpIFW
The Power of Moments: Why Certain Experiences
Have Extraordinary Impact, by Chip and Dan Heath
bit.ly/2ScSWk3
42. Resources
The Future of the Professions: How Technology Will
Transform the Work of Human Experts, by Richard and
Daniel Susskind
www.susskind.com
The Fourth Industrial Revolution, by Klaus Schwab
bit.ly/1qLrfzs
The Industries Of The Future, by Alec Ross
bit.ly/2fP8cnU
Thank You For Being Late: An Optimist’s Guide to
Thriving in the Age of Accelerations
bit.ly/2hag0Rg
What SMBs Want From Their Accountant, from
The Sleeter Group
bit.ly/2fCsvkc
Welcome to the Fast Future, from CPA.com
bit.ly/2gdHlBj
CPA Horizons 2025, from the American Institute
of CPAs
bit.ly/1UEN1x2
Innovation Killers: How Financial Tools Destroy
Your Capacity To Do New Things, by Clayton
Christensen, Stephen P. Kaufman, and Willy Shih
bit.ly/1JtBxfG
These are among the resources
discussed during today’s presentation.
43. Resources These are among the resources
discussed during today’s presentation.
Flash Foresight: How To See The Invisible And Do The
Impossible, by Daniel Burrus
bit.ly/1SOn7FG
The Second Machine Age: Work, Progress And
Prosperity In A Time of Brilliant Technologies, by Erik
Brynjolfsson and Andrew McAfee
www.SecondMachineAge.com
The Future of Employment: How Susceptible Are
Jobs To Computerization? by Carl Benedikt Frey
and Michael Osborne
bit.ly/1kre5T6
Audit 2025: The Future is Now, by KPMG
bit.ly/2nLoT5Y
Robots are coming to the accounting industry –
here’s how to prepare, by Rachel Grimes
read.bi/2ot47cB
How Technology is Transforming the Audit, by Marc
T. Macaulay
bit.ly/2FBF4tH
Melancon: CPA firms will be unrecognizable in 5-10
years, by Daniel Hood
bit.ly/2l8qlyH
Preparing Tomorrow’s Auditors For The Future Of
Tech-Driven Accounting, by Russell Guthrie
bit.ly/2HP8Z2b
44. How to Innovate When Your Boss Says ‘No’ 44
Connect with me
MACPA’s blog: CPASuccess.com
Facebook.com/BillSheridan
LinkedIn.com/in/BillDSheridan
Twitter.com/BillSheridan
YouTube.com/BillSheridan
SlideShare.net/BillSheridan
Instagram: BDSheridan
Download these slides:
Slideshare.net/BillSheridan
45. How to Innovate When
Your Boss Says ‘No’
Bill Sheridan, CAE
Oct. 23, 2018
Editor's Notes
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Exponential growth.
In fact, a graph of exponential growth looks nothing like this.
It looks like this.
Gradual, then sudden.
Stories like that are fun, but there’s a phenomenon happening in our world right now that’s exactly like the paper and the rice.
It’s called Moore’s Law.
Know what all of that means? It means that computers today are about 130,000 times more powerful that they were in 1988. That your iPhone 8 is WAY more powerful as Apple’s most powerful laptop was just a decade ago. That an iPad Mini is as powerful as the world’s biggest supercomputer was in 1985. We’re all carrying mainframes in our pockets.
It means that everything and every job is changing – and not just changing, but transforming. (health care – diabetics and amputations – socks signal temperature changes in the foot, which can be a precursor to ulcers, which lead to amputation, and 50% of diabetics die within 2 years of a foot or leg amputation.)
From Tom Peters’ book “The Excellence Dividend”:
Proteus Digital Health makes an FDA-approved silicon chip the size of a grain of sand that is embedded into a safely digested pill that is swallowed. When the chip mixes with stomach acids, the processor is powered by the body’s electricity and transmits data to a patch worn on the skin. That patch, in turn, transmits data via Bluetooth to a mobile app, which then transmits the data to a central database where a health technician can verify if a patient has taken her or his medications. This is a bigger deal than it may seem. In 2012, it was estimated that people not taking their prescribed medications cost $258 billion in emergency room visits, hospitalization, and doctor visits. An average of 130,000 Americans die each year because they don’t follow their prescription regimens closely enough.
And this is where the folks in the audience are, like …
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Research by Nobel Prize winner Daniel Dahneman and Alan Krueger, who served as chairman of the White House Council of Economic Advisors. It’s called the “Day Reconstruction Method.”
— People feel increasingly happy throughout the morning, less happy in the afternoon, and happier again in the evening
— People feel increasingly warm toward others throughout the morning, less warm in the afternoon, and warmer again in the evening.
— People enjoy themselves more as the morning unfolds, enjoy themselves less in the afternoon, and being enjoying themselves again in the evening.
EXAMPLES:
-- Three business school professors analyzed more than 26,000 earnings calls from more than 2,100 public companies over six and a half years. Calls held firs thing in the morning turned out to be reasonably upbeat and positive. But as the day progressed, the tone grew more negative and less resolute. Around lunchtime, mood rebounded slightly … but in the afternoon, negativity deepened again, with mood recovering only after the market’s closing bell. And shares declined in response to negative tone.
-- Decisions made by judges: Early in the day, judges ruled in favor of prisoners about 65 percent of the time -- granting the prisoner parole or allowing him to remove an ankle monitor, for example. But as the morning wore on, that rate declined. And by late morning, their favorable rulings dropped to nearly zero. So a prisoner slotted for a 9 a.m. hearing was likely to get parole while one slotted for 11:45 a.m. had essentially no chance at.
Immediately after a first break for lunch, though, the judges become more forgiving — more willing to deviate from the default — only to sink into a more hard-line attitude after a few hours. After another break in the afternoon, they become more forgiving.
CAVE = Colleagues Against Virtually Everythinfg
In other words, we’re in the bridge-building business here. And how do we do that?
Suprisingly – or not – there’s an awful lot of negotiation involved. So how do you successfully negotiate?
“Listening to someone may be the cheapest concession you can make. We all feel a deep need to be understood. By satisfying that need, you can help turn the negotiation around. … Once you have heard the other person out, they will most likely become less reactive, more rational, and more responsive to problem-solving negotiation.”
Usually, when we listen, the focus is on US. It should be on THEM.
Actually listening, instead of just waiting to respond.
That requires focus on what the other person is saying.
“Listening to someone may be the cheapest concession you can make. We all feel a deep need to be understood. By satisfying that need, you can help turn the negotiation around. … Once you have heard the other person out, they will most likely become less reactive, more rational, and more responsive to problem-solving negotiation.”
Usually, when we listen, the focus is on US. It should be on THEM.
Actually listening, instead of just waiting to respond.
That requires focus on what the other person is saying.
“Listening to someone may be the cheapest concession you can make. We all feel a deep need to be understood. By satisfying that need, you can help turn the negotiation around. … Once you have heard the other person out, they will most likely become less reactive, more rational, and more responsive to problem-solving negotiation.”
Usually, when we listen, the focus is on US. It should be on THEM.
Actually listening, instead of just waiting to respond.
That requires focus on what the other person is saying.
Paraphrase: “This is what I think I heard you say. Am I correct?” And remember to retain their point of view.
Acknowledge their point. Don’t get defensive, don’t argue it. Acknowledge it.
“Acknowledging the other person’s point does not mean that you agree with it. It means that you accept as one valid point of view among others. It sends the message: ‘I can see how you see things.’”
Acknowledge their feelings. Don’t ignore their emotions. Attacks or stonewalling or “No” is often built on a foundation of anger or fear. And until you difuse those emotions, your reasonable argument will fall on deaf ears.
“I understand how you feel. If I were in your shoes, I’d probably feel the same way.”
And don’t forget the person – their authority and competence. Simple phrases like “You’re the boss” and “I respect your authority” and “I’ve been told you’re the most knowledgeable person on this issue” go a long way.
Specifically, ask problem-solving questions. Here are a few:
Ask “Why?” Every why peels back another layer of the onion until you finally get to the heart of the matter. Example: Janitor and his purpose. “Why do you clean hospital rooms?” “Because my boss tells me to.” “Why does that matter?” “Because it keeps the rooms from getting dirty.” ”Why does that matter?” “Because it makes the rooms more sanitary and more pleasant.” “Why does that matter?” “Because it keeps the patients healthy and happy.” (From “The Power of Moments,” by Chip and Dan Heath.)
Ask “Why Not?” If asking “Why?” doesn’t work, try asking “Why not.” Propose an option and ask, “Why not do it this way?” Their answers will often reveal a lot about their own interests, which you can address in turn.
Ask “What if?” This helps introduce solutions without challenging their position. “What if we were to try this instead?” Or, “What if I can help you show the board how doing this will positively impact the bottom line?”
Ask for their advice. “What would you suggest that I do?” “What do you think my next steps should be?” It flatters them and puts them in charge while giving you a chance to educate them about your position.
Make your questions open-ended. Instead of asking, “Can’t the policy be changed?” ask, “What’s the purpose of that policy?” or “How would you advise me to proceed?”
Agree whenever you can. It’s hard to attack someone who agrees with you, isn’t it?
Agree without conceding. Simply focus on what you can agree on. Story of an American senator to his staff: “If my constituent says something you disagree with 99 percent, I want you to say, ‘I agree with you,’ and focus on the 1 percent of agreement.
And look for EVERY opportunity to agree.
Accumulate Yeses – as many as you can. That means saying yes as often as you can. It also means trying to GET as many yeses as possible. If your boss says, “Your proposal is completely unrealistic,” respond with something to this effect: “Are you saying you don’t see how my proposal can possibly work – is that what you mean?” If they respond with Yes, you’ve opened a door to explain how it CAN work.
”The yes transforms an antagonistic argument into the beginning of a reasoned dialogue. Each yes you elicit from the other side further reduces tension. As you accumulate agreement, even if only on what they are saying, you create an atmosphere in which they are more likely to say yes to a substantive proposal.”
And agreement can be non-verbal, tool. If they lean on an elbow, lean on yours. If they speak in a low voice, lower your voice, too. Almost unconsciously, they align themselves with you and communicate more effectively. It says, ”I’m like you.”
It’s called “mirroring,” and it helps establish rapport, and increase emphathy. It’s a powerful tool.
It will help if you can show that your idea fits with current corporate objectives. Show clearly that the suggestion will benefit the larger organization.
What’s the mission of your organization? MACPA = future-ready.
If your boss is risk-averse, sell risk avoidance.
Sell the benefits of the idea and try to match them to his needs and priorities. Show that you have thought about the risks, costs and downsides. If your boss if risk averse then stress the risks of not implementing the idea. “If we don’t seize this opportunity now, other departments could step in ahead of us and gain an advantage.”
Daniel Burrus: ”If it can be done, it will be done … and if you don’t do it, someone else will.”
RONI.
With some ideas it is better to gain some initial support before asking for approval. Who do you need on your side to help push the idea through? Have a chat with them first.
“I checked with Betty in IT and with Bob in HR and they agreed that we can resource this if it is approved.”
In a period of rapid change and increasing complexity, the winners are going to be
the people who can LEARN faster than the rate of CHANGE
and faster than their COMPETITION.
In a period of rapid change and increasing complexity, the winners are going to be
the people who can LEARN faster than the rate of CHANGE
and faster than their COMPETITION.
In a period of rapid change and increasing complexity, the winners are going to be
the people who can LEARN faster than the rate of CHANGE
and faster than their COMPETITION.
The good news is, we’re starting to see more and more resources being developed specifically to deliver these types of competencies for accounting and finance professionals.
One is Daniel Burrus’s own Anticipatory Organization. The Business Learning Institute worked with Burrus to create a version of his Anticipatory Organization learning platform specifically for accounting and finance pros. That’s available now and is becoming extremely popular in the profession.
Another is IBM’s Big Data University. It’s an online curriculum designed to help accounting and finance pros learn key skills in artificial intelligence, Big Data, and cognitive computing. And based on what we’ve been talking about today, these skills are going to be huge differentiators going forward, and will help CPAs play a bigger role in guiding digital transformation within their organizations.
Sage is another one working on this stuff. They’ve built what they call the 7 Pillars of Learning, or the 7 Cs. These are the things they say you need to know going forward.
No. 1, core beliefs: Establishing your mission, vision, and values will determine how you lead.
Next up is context: This is all about identifying trends. Exploring the landscape so that you can better predict your organization’s future.
The third pillar is culture: This is defining who you are as an organization. The idea here is that your future journey is defined by the behavior you encourage, teach, and reward.
No. 4 is common language: Communication is key. Using a common language to create a strong internal and external identity and brand for your organization.
No. 5, competencies and competence: These skills we’ll need to succeed in the age of automation, and those skills are changing.
No. 6, our colleagues: The key to your success is surrounding yourself with great people. It’s really as simple as that. Gaining a competitive advantage starts with finding great people to help you work on it.
And finally, No. 7, collaborative systems: The idea here is that the technology you use going forward can really be the difference between getting ahead and staying behind.
The folks at Sage would tell you that these pillars are interconnected and work seamlessly to help future-ready firms identify and capitalize on their next competitive advantage.
This is the ultimate act of confidence and bravado. Do it in your own time as a ‘skunk works’ project and then you can demonstrate the prototype to garner support. Present it as a fait accompli and boldly shrug off any notions that it needed prior approval.
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