Management problems occurred when Kettering...
-turned his focus to the technical issues and left political problems to others.
Problem with Buzz
*Expectations are high
*Early setbacks for new initiatives are seen as normal parts of any developing idea
*Each new problem confirms everyone's expectations that the project will fail
To Succeed at the Closing Stages of Selling Ideas, Remember:
-Newton's First Law of Motion
-"An object at rest tends to stay at rest and an object in motion tends to stay in motion with the same speed and in the same direction unless acted upon by an external and unbalanced force."
-Applies to people as much as objects
To Close an Idea Sale, You Must:
-overcome "decision inertia"
*get the decision makers who are "at rest" to move in your desired direction
-add push so it will stay in motion in the same direction
-DONT QUIT AFTER FIRST PUSH
Why Can't You Quit After First Push?
-The internal forces working against change, fear of the unknown, competing interests, politics, and concerns over turf- will bring your initiative to a stop unless you apply pressure.
Overcoming Decision Inertia
-First job in closing a sale is the hardest.
-Overcoming the natural intertia keeps people locked into the tried and true
*status quo bias.
Gaining Individual Commitment
-Need to close your sale by asking for performance based rather than promse based commitments.
To engage in the Commitment Process, You Need The Other Party To:
1. Take a concrete action that
2. Requires effort,
3. Is freely chosen, and
4. Is observed by or known to people other than you
Problems with Foot In The Door Method:
1) People are smart they know that even modest concrete actions commit them so they resist taking the steps.
2) May fear being seen as too pushy
3) Fear of rejection
*Can interfere with the closing stage of even the most conventional sales proccess, and idea selling is no difference.
Problem of Shifting Priorities
-Search for shared interests and common beliefs that might provide the platform for reframing your proposal.
-If the answer is no get over it.
Reaffirm Shared Interests
-The more your idea furthers important interests of the other party, the more likely he or she will stick with it in the face of changing circumstances.
Reply On Relationships
-Your relationship with the decsion maker will be important in her decision on which commitments keeps.
Create An Important Audience
-At initial commitment stage, make sure high ranking, influential people in the org are in the audience building good feelings about idea
-When priorities shift, these important people will be in favor of keeping your idea
-ideas tracked by monitoring systems, performance benchmarks, and deadlines tend to survive when people cant keep all of their commitments
Keep In Mind When Selling Ideas:
-Assign people specific, unique, and important roles in implementation
-Help them to feel accountable for the entire effort by making them responsible for something no one else is doing
2nd part of Newtowns First Law of Organizations
-once you set people in motion, they will stay on the course you chart unless they are acted on by some countervailing force.
Good & Bad News
*organizational momentum can carry your idea a fair distance once you get decision makers to take concrete action and the wheels of the group commitment begin to roll
*Many countervailing forces that can slow or stop this momentum
-MUST REMAIN AN ACTIVE AND ENERGETIC ADVOCATE!!
The Territorial Imperative: Turf
-Someone will see it as a threat to his or her turf.
-Subjects randomly assigned to groups and given separate identity labels display bonding behavior.
-People feel friendlier to those who share their label and exaggerate trivial difference as signs of group distinctiveness.
The Strategic Imperative: Momentum
-Gain/Maintain positive momentum for initiatives.
-Politcal battle: Losers are louder-
*those who stand to lose power, control, resources, or head count can be counted on to fight vigorously to preserve the status quo.