Bringing Ideas to Life: Seven Principles for Pulling Together

You’re so excited you’re practically jumping off the walls. This best idea EVER will not only save the company tens of thousands of dollars this year, it will ultimately be a revenue stream. But after his introduction, his three colleagues sit around and look at him like “hear no evil”, “see no evil” and “speak no evil”. You stare at them in idiotic amazement: why don’t they want what you want, especially when it’s clearly in the best interest of the company? Almost every
has had this experience at some point, and the reason is simple: when you’re giving a presentation, rather than talking about an idea, anyone can guess what’s on the mind of your “audience.”

‘ Do you understand? you like? do they like you Some people with ideas don’t care how they’re heard. on your own.

Others are more interested in human relationships than ideas. It is really important for her to be aware and sensitive to the needs, ideas and feelings of colleagues and not to breathe life into great ideas. Being just an idea person or just a relationship person limits your effectiveness in the workplace. The way to bring an idea to life is to focus on developing the idea while improving your relationships with colleagues. Enter the conference room with the intent to share your
idea and involve others in shaping, empowering, and implementing the concept into its final form.

By involving others in the innovation process, you achieve excellent results and stronger bonds between people. Intent is one of the seven principles of collaboration. The others are: Acknowledge Resistance.

People resist ideas and those who generate them for three reasons. They either don’t understand the idea (resistance level 1), they don’t like the idea (resistance level 2), or they don’t like the idea. I don’t like you (level 3 resistance). Identify the levels of resistance you face and you can overcome them by turning resistance into support. For example, if someone doesn’t understand your idea, find another way to explain it. and provide facts, examples, and anecdotes to clarify concepts. When people show a level
2 or 3 resistance when you make a suggestion to them – “I don’t like it” or “I don’t like you” – their emotions are clearly involved.

You need to listen carefully to what they have to say and engage in a give-and-take conversation to get to the deeper issues underlying their resistance. Consider the context (time + place + relationships = success or failure of your idea). Interpersonal and contextual “land mines” are scattered throughout most work environments. If you don’t survey the terrain and walk carefully, you will activate them and you and your idea will suffer. “Landmines” to consider include:

1) Your history of relationships with colleagues and collaborators 2) The way ideas have traditionally been presented and received in your organization