Recently, I’ve come across an idea that explains why many of the creative ideas that come up are not implemented to become profitable innovation. It is the idea that you need to delegate 1 to 6, but that usually innovation is delegated without 3, 4, or 5. Let me explain.
There are six groups of people who need to be convinced of a good idea, and have buy in when trying to implement change:
1. Your boss
2. You
3. Your bosses peers
4. Your peers
5. Your employee’s peers
6. Your employee
Most often when a change is introduced, your boss either tells you he wants it implemented, or you bring the idea to him and agree to take it forward. You’ve usually got numbers 1 and 2 above covered. Because of the chain of command you can also tell your employee to do it as well due to the authority you have. Number 6 is covered.
But to truly get an idea to move forward, it is numbers 3, 4, and 5 which give real strength to a change implementation programme. This is because these people are often either actively against your idea or at best do not support something that is not seen to be within their remit. It’s not to say you need every single person’s buy in, but the more you have the more likely the implementation will happen.
Think about it this way. A new idea is to be implemented which you’re responsible for. Your boss keeps asking you about it, as does his boss and several of the other people at his grade. Your direct report is enthusiastic because his peers think it is a great change and wish they had the job to do it. And all your peers keep trying to muscle in on what you’re doing, or at least grab all the attention. Do you think this idea has a better chance of getting implemented than one where the only people interested are you and your boss?
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