Thursday, August 17, 2006
IMPLEMENTING IDEAS
In the early 1900s, the use of ether as anesthesia during surgery was a common practice in the medical profession. However, ether was a safety concern due to its highly flammable nature and its tendency to nauseate patients and induce vomiting.
In 1921, a small town physician in Pennsylvania, Dr. Evan O’Neill Kane, had an idea to avoid the use of ether by employing milder and less dangerous agents to locally anesthetize patients. Initially, Dr. Kane was unable to rally support for his idea among his fellow surgeons. Undaunted, Dr. Kane set out to prove to the medical community the safety and benefits of local anesthesia.
While three fellow doctors looked on, Dr. Kane propped himself upon an operating table and arranged a mirror to point at his abdomen. He then self-administered a local anesthetic and amazingly proceeded to make an incision on his abdomen to remove his own appendix! The self-surgery was a success, and Dr. Kane quickly recovered, having gained newfound support for his ideas as news of the procedure spread throughout the medical community.
Ideas are the lifeblood of an organization. They are the currency of a company. Inventive products, innovative services, and improved approaches all stem from creative ideas. Sadly, many ideas are never carried out, since the person generating the idea is unable to court the support of co-workers or persuade key decision-makers to adopt the idea.
Like the courageous Dr. Kane, a leader must be a champion of good ideas. A leader must crusade for their implementation and persuade others of their merit. In his June 2006 article for Fast Company, Michael A. Prospero discusses how leaders can learn the skills needed to propel their ideas into reality.
Plan for resistance
Big ideas are precursors for big changes, and many people are scared of transition and averse to risk. Analyze the implications of the idea and be prepared to speak persuasively, confidently, and reassuringly about the benefits of the idea.
Take the high ground
Not all opinions are equal when it comes to earning support of an idea. In any organization, there are select individuals with a higher proportion of influence. Identify these stakeholders and give them priority when communicating an idea.
Chill out but don’t sell out
A danger faced by idea generators is to guard their original idea so closely that no one else can touch it. A leader may be tempted to allow pride to block improvements and positive modifications suggested by others. Leaders must remember that it’s more important to hone a great idea than to own a great idea.
On the opposite extreme, great ideas are seldom the products of complete consensus. Tweaking an idea so that all parties are happy may rob an idea of its impact and render it ineffective. Leaders need to discern when to lobby against changes that threaten to dilute their idea.
Any Comments or Inputs are welcome
In 1921, a small town physician in Pennsylvania, Dr. Evan O’Neill Kane, had an idea to avoid the use of ether by employing milder and less dangerous agents to locally anesthetize patients. Initially, Dr. Kane was unable to rally support for his idea among his fellow surgeons. Undaunted, Dr. Kane set out to prove to the medical community the safety and benefits of local anesthesia.
While three fellow doctors looked on, Dr. Kane propped himself upon an operating table and arranged a mirror to point at his abdomen. He then self-administered a local anesthetic and amazingly proceeded to make an incision on his abdomen to remove his own appendix! The self-surgery was a success, and Dr. Kane quickly recovered, having gained newfound support for his ideas as news of the procedure spread throughout the medical community.
Ideas are the lifeblood of an organization. They are the currency of a company. Inventive products, innovative services, and improved approaches all stem from creative ideas. Sadly, many ideas are never carried out, since the person generating the idea is unable to court the support of co-workers or persuade key decision-makers to adopt the idea.
Like the courageous Dr. Kane, a leader must be a champion of good ideas. A leader must crusade for their implementation and persuade others of their merit. In his June 2006 article for Fast Company, Michael A. Prospero discusses how leaders can learn the skills needed to propel their ideas into reality.
Plan for resistance
Big ideas are precursors for big changes, and many people are scared of transition and averse to risk. Analyze the implications of the idea and be prepared to speak persuasively, confidently, and reassuringly about the benefits of the idea.
Take the high ground
Not all opinions are equal when it comes to earning support of an idea. In any organization, there are select individuals with a higher proportion of influence. Identify these stakeholders and give them priority when communicating an idea.
Chill out but don’t sell out
A danger faced by idea generators is to guard their original idea so closely that no one else can touch it. A leader may be tempted to allow pride to block improvements and positive modifications suggested by others. Leaders must remember that it’s more important to hone a great idea than to own a great idea.
On the opposite extreme, great ideas are seldom the products of complete consensus. Tweaking an idea so that all parties are happy may rob an idea of its impact and render it ineffective. Leaders need to discern when to lobby against changes that threaten to dilute their idea.
Any Comments or Inputs are welcome
