Upon Currents of Calamity: 3 Actions
Hi, +Tanya Guillory ! Thanks so much for sharing this comment regarding the Hierarchy of No post I shared earlier. Yes, we can all identify with having great ideas--or seeing ideas that should be great, but never get realized due to opposition--that seldom go anywhere. The question is, How can we get ideas to move ahead when others don't believe in them?
1) Express the idea as the answer to a dire need the organization has.
Over the years, I've discovered a simple fact--no one cares much about what I have to say. It's not particularly brilliant, insightful, or motivating. In fact, I often wonder what my parents were thinking when they spoke to me in two languages, which led to my monotone voice. Why couldn't James Earl Jones spoken to me when a child? Or Willie Nelson sang through his nose, as my father put it so indelicately, when I was a child?
Fortunately, when you're expressing an idea as the answer to a dire need, no one cares what you sound like or look like. There is a sense of urgency that sweeps your idea along, a swiftly moving current of calamity that will destroy all in its path UNLESS this idea of your's get's taken seriously.
2) Be brief in your reasoning.
Brevity, I've often been told, is not one of my virtues. Rather, long-windedness is one of those traits that people ask me to stop being. It comes from writing, I believe, where a man must stumble over his words, snatching order from chaos, letting the chips fall where they may, allowing his sentence to weave and wobble, until coming to a gradual stop.
In your reasoning, be brief. If the need takes overlong to explain, it doesn't exist. If the solution doesn't match the need perfectly, then you have failed. Be brief.
3) Plan out success, be disinterested in the final choice.
Often, I walk into meetings with pages of documentation. Although my agenda is short, I like to have a preponderance of evidence (or what looks like it) ready to hand. It shows how I've researched different options possible, made a recommendation based on the criteria of most importance.
That's my job, you see, to gather information, plan out success for the 3 best options, then let others decide...of course, I always make a recommendation and I resolve that others may decide what is best for the organization. Whatever choice is finally made, I will implement it without having to overcome the overweening passion of someone who is right and for whom others are wrong when they don't agree.
After all, we're all young once...I serve at the will of the organization, trying to pluck destruction from the raging flood of fatalism and fear.
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