Here are three strategies for leaders to be masters of making movement happen
There’s a big difference between those who have ideas, and those who know how to turn those ideas into a reality, according to Simon Dowling, professional speaker, facilitator, coach and author of Work with Me.
“The latter have the ability to get others on board - to create willing and enthusiastic supporters who are committed to bringing their initiative to life,” said Dowling.
“Perhaps it's a new a strategy, a business proposal, or a new way of working - without the support of others, even the best ideas are likely to falter and ultimately fail.”
However, just getting people to say yes is not enough – even if they seem to mean it.
“Ultimately, it's action that matters, and the best leaders know how to convert agreement into action,” said Dowling.
“They are exceptional at hacking people’s inertia and the human tendency to dwell in delay.
Dowling outlines three strategies business leaders can use to be masters of making movement happen:
Then it’s about ensuring everyone is crystal clear about what they expect of one another.
As a rule of thumb, spend at least half as much time again discussing implementation as you spent nutting out the agreement itself. By talking action early, you bring forward some of the tricky questions around what’s going to get in the way – rather than pretending those things won’t exist.
Start small. The enormity of a change – and the risks that go with it – can be enough to cause people to delay taking action. You can overcome this effect by breaking the first stages of action down into tiny chunks.
Take the example of a business owner who wanted his team to increase the number of sales calls they made each week.Rather than focusing on the full extent of that change, he broke the change into tiny chinks, asking everyone to make a single extra call in the first week. Once that had happened, he upped it to two calls, and so on until the team was making the ten extra calls he had in mind in the first place.
Start together. Is there a way you can get all the key stakeholders together into the one place to start working on a task simultaneously?
I like to call this a “starty party”, and it harnesses the motivating effect of working in packs. As the name suggests, a starty party should also be fun, injecting the launch with a playful energy – much like a fun run.
The key question to ask yourself here is: what if? What happens if people take action now? What happens if they don’t? If you don’t have compelling answers, you need to get to work on some.
After all, one of the most important signals of urgency will come from your own energy, language and behaviours.
Sending out a proposal or a request for support with the words, “Let me know if you have any questions” is never going to leave someone feeling a sense of urgency.
Contrast that with the words, “I’ll give you a call tomorrow to discuss next steps. I’d be keen to ensure that we get things moving early next week because some of the key players are going to be in town which presents us with a rare opportunity to launch the project with everyone in person...”
“The latter have the ability to get others on board - to create willing and enthusiastic supporters who are committed to bringing their initiative to life,” said Dowling.
“Perhaps it's a new a strategy, a business proposal, or a new way of working - without the support of others, even the best ideas are likely to falter and ultimately fail.”
However, just getting people to say yes is not enough – even if they seem to mean it.
“Ultimately, it's action that matters, and the best leaders know how to convert agreement into action,” said Dowling.
“They are exceptional at hacking people’s inertia and the human tendency to dwell in delay.
Dowling outlines three strategies business leaders can use to be masters of making movement happen:
- Talk action early
Then it’s about ensuring everyone is crystal clear about what they expect of one another.
As a rule of thumb, spend at least half as much time again discussing implementation as you spent nutting out the agreement itself. By talking action early, you bring forward some of the tricky questions around what’s going to get in the way – rather than pretending those things won’t exist.
- Engineer the beginning
Start small. The enormity of a change – and the risks that go with it – can be enough to cause people to delay taking action. You can overcome this effect by breaking the first stages of action down into tiny chunks.
Take the example of a business owner who wanted his team to increase the number of sales calls they made each week.Rather than focusing on the full extent of that change, he broke the change into tiny chinks, asking everyone to make a single extra call in the first week. Once that had happened, he upped it to two calls, and so on until the team was making the ten extra calls he had in mind in the first place.
Start together. Is there a way you can get all the key stakeholders together into the one place to start working on a task simultaneously?
I like to call this a “starty party”, and it harnesses the motivating effect of working in packs. As the name suggests, a starty party should also be fun, injecting the launch with a playful energy – much like a fun run.
- Create a sense of urgency
The key question to ask yourself here is: what if? What happens if people take action now? What happens if they don’t? If you don’t have compelling answers, you need to get to work on some.
After all, one of the most important signals of urgency will come from your own energy, language and behaviours.
Sending out a proposal or a request for support with the words, “Let me know if you have any questions” is never going to leave someone feeling a sense of urgency.
Contrast that with the words, “I’ll give you a call tomorrow to discuss next steps. I’d be keen to ensure that we get things moving early next week because some of the key players are going to be in town which presents us with a rare opportunity to launch the project with everyone in person...”