Companies are intricate things. There are a lot of people at work for them, typically. And by “a lot of” I mean more than just a couple. This generates politics and disagreeing schedules while also fueling the endless battle in the middle of forward moving and inactivity —with supporters on either side.
Someplace in between all of this, an idea is sometimes born. A little lightbulb goes on through the managerial mindset and, against the odds, is successful in developing into a light show. Although, much of the time, someone else comes along with a hammer and busts it.
Given this actuality, it is vital to analyze why and how companies kill these very ideas. Hopefully this exercise will be helpful on the next occasion when you have the bright idea. Or when your bulb is about to be busted. For starters, let’s look at a few reasons a bright idea might get smashed.
1. It’s not a good idea at all: More than 85% of all ideas are actually unusable, time wasters, distracters, an aggravation to most folks, risky, or just plain unnecessary. Unless they come from a senior executive, they are easily crushed.
2. It didn’t come from you: The ideas of others are usually a drag, are they not? You were working on something else; and now you have to worry about this? Which means most of the time you just forget it.
3. It impends your work or your job: Certainly, it’s an stimulating idea. But implementing it would put John or Jane into your meeting space. Who wants them in there, really?
4. It interferes with something else you’re up to: Like eating lunch. Or going on a trip. Or that vacation to Vegas. Or anything else, right?
5. Joe Schmo came up with it: And you despise that smooth little Eddie Haskell.
6. You’re actually a bit insecure: Other folks might get all the praise, and there is only so much recognition to go around. Plus you want it all!
7. It’s a disconnect with normal values: In the 1990’s, you had to be for excellence. In the early 00’s, you had to be for greediness. Nowadays you must like distraction and open workplaces. Any opposing ideas must be dismissed.
8. It’s great: Great concepts are profoundly threatening to the ordinary run of business. They become an obstacle of all the other things people are working on.
Now that is the incentive side. As for execution? There are a mass of methods that even the greatest of ideas can be strangulated in their cradles. Here are of few of the standards.
1. Meeting it into the ground: This is frequently discussed courteously as a “German no.” Conference after conference is had in order to reach without question- no conclusion; and in the event one is reached, it never ends up being communicated. Anyone who has ever read a new book “in-development” can understand what I mean.
2. Wasting it on the good-hearted, but incapable: Sincere subordinates usually come up with a lot of great ideas on their own, but have almost no capability to execute them. After a while, they will come up with an excellent notion that can be deliberated until it is disproved.
3. Stepping on it: You don’t have to be Bigfoot to stomp on things. You simply must have a loud view. A loud view is fairly rare in business life. Those who actually have them typically succeed.
4. Campaigning it down others throats: Congratulations for this good idea… We will get to it next week! And the week after! And the week after that!
5. Killing the messenger: There are tons of organizations that essentially castigate the bringer of an idea that’s wasn’t generated by the top dog... In these places it is ideal to not have concepts altogether. But that usually does not stop folks… Does it?
Alright, I will acknowledge it. This was not entirely an abstract exercise. A couple months ago a gal who works for me had a great idea. I sent her to the suitable department within the organization to get it started. But now they have placed it into a board of some kind. No I am told that an analysis is coming up soon.
Forget that! There is one thing that eliminates this kind of garbage: that’s an irritated senior executive- me. I know who to tell it to, so don’t worry, It shouldn’t take them too long to get the concept.
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About the Author: Lalanii Wilson-Jones, MBA is a dynamic business leader based in Dallas, Texas who owns & operates multiple companies across several industries. Her range of talents and experience makes her an ideal candidate for strong economic partnerships all over the world, a great mentor and a great source of information that can change the mechanics of any sized company.
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