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6 шагов для продвижения Вашей инновационной идеи

6 шагов для продвижения Вашей инновационной идеи

Продвинуть свою идею в корпорации было всегда непросто, а в ускоряющемся мире и усложняющихся финансовых условиях это дело - для настоящих героев!

Нилуфер Мерчант (Nilofer Merchant) автор бестселлера об инновациях и блоггер Harward Business Rewiev предлагает свой подход к продвижению инновационной идеи в корпорации.

To be heard implies speaking up in such a way that the idea is given a chance to influence the organization and be acted upon. To be effectively heard, you need to recognize the context, plan your approach, and adjust your style to communicate ideas that, with any luck, will connect with the needs of the business.

Let me offer six better techniques to getting your ideas heard:

      Be an anthropologist. There are so many tools for learning about people — what topics they track, what they value, how they approach their work, their opinions. Figure out what your colleagues care about. If they blog, read 'em. If they tweet, follow 'em. Their endorsements also tell a story. Observe, learn what makes them tick, andshape your idea to the receiver's perspective.
      Have a perspective. Many people show up at meetings unable to offer a well-considered opinion. If you don't have an informed perspective, then you risk being labeled a Doer, someone ill-suited to being a protagonist. Doers don't need seats at the table; no, they can be told what to do via email. When we are working on tough problems — whether it is a new direction or a product or program — we will seek out the folks who are co-thinkers, to become co-creators of our destiny. If you want that role, then come ready to meetings, with a point of view. Sometimes offering a perspective can be as simple as knowing what questions you want to ask.
     Create relevance. Every argument can benefit from relevant quantitative data. Figure out which facts matter and get 'em. Even in early markets where the data is still fuzzy, you can figure out if something is the size of a breadbox or a Humvee. Real customer stories and anecdotes are great; backing those up with facts is even better.
     Choose your medium. If these are people who value numbers, use an Excel spreadsheet. If they value good graphics, invest there. Better yet, tell a story that weaves together facts of importance in ways people can get lost in. Facts go in and go out, but ideas that stick always have stories that create meaning and resonance.
Answer the question of "why not." When we can understand the risks, flaws and options more fully, we go from being just an advocate of one idea to being an advocate for the organization. Complex issues deserve each of us thinking about them robustly.
     Be passionate. Our point of view is based on our experiences and observations; your idea may not be something that the rest of the group is thinking about yet. This means you're going to need to explain it to them. If you do it in a way that is about you being in love with the idea rather than about you being right, someone else just might fall in love with that idea, too. Being passionate does not mean having an outburst, but being clear-minded about your approach. Krishna Chaitanya, a commentator on a recent HBR post, wrote that the the best words are spoken with the most honest, curious (not challenging), and genuine voice. This speaks to a kind of ego-less-ness that is passionate about doing the right thing for the business.

There is a scarily fine line between being perceived as a self-serving scene-stealer vs. someone with valid ideas that need to be considered for the good of the organization. To be a protagonist, you've got to not only speak up and be heard, but to do it in a way that advances the organization's goals. That's the difference between street corner chaos and actually being heard.

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