For leaders that are uniquely responsible for transforming a company that lacks a sense of urgency about change, the hardest part of that duty is often not about getting the technology right, but rather, having difficult but critical discussions with those who may not share your motivation or vision. On this episode of Catalyst, Clinton sits down with Greg Larkin to discuss how large enterprises can overcome obstructionism by successfully navigating the critical but crucial conversations that often stop innovation in its tracks.
Have the hard conversations
It's not about tools, agility, or AI; it's about communicating with different humans, understanding their points of view and perspectives, and securing buy-in as a “yes” or an early “no.”
Moving forward requires navigating a major fork in the road. You can either seek a peace treaty that makes everything more comfortable for everybody, or keep pushing and have some hard arguments that cause you to have feelings of exposure, vulnerability, or risk. Without knowing how to successfully take that more difficult path, no leader is prepared to really transform or innovate.
Convincing the five obstructionists
Expect to encounter five obstructionists: the skeptic, the cop, the territorialist, the traditionalist, and the capitalist. The skeptic will say “This idea is terrible,” while the cop questions whether what you’re suggesting is allowed. The traditionalist will argue that what you’re proposing is simply not how things are done here, and the territorialist will be overprotective of anything that falls within their remit. The capitalist will likely present the biggest challenge, as they hold the purse strings and will be deeply concerned about the financial aspects of what you are proposing.
The best approach is to begin with the ‘scariest’ and strongest obstructionist and work backwards. Typically, this means starting with the capitalist and explaining how what you are proposing will quantifiably expand revenue, reduce cost, or mitigate risk. Once they have been won over, move on to the next and repeat the process, tailoring your argument to each obstructionist’s unique concerns. The key is to expect resistance and plan for it in your earliest sprint so that you are prepared when the time comes to argue your case.
Transforming skeptics into supporters
Achieving stakeholder validation is just as valuable as market and user validation, and this should not be a combative experience. At the end of the day, you and your obstructionists all share the common ground of wanting what’s best for the organization, even if you have different views on what that looks like. But getting everyone on the same page for the sake of that common goal is the only way forward. No one ever said the road to innovation was an easy one, but the journey is a lot smoother when the roadblocks are removed and all the wheels are turning together in the right direction.
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