Work with Me
How to Get People to Buy into Your Ideas
Simon Dowling
- English
- ePUB (mobile friendly)
- Available on iOS & Android
Work with Me
How to Get People to Buy into Your Ideas
Simon Dowling
About This Book
Lead from any level with the power of buy-in
Work with Me shows you how to master the art of the 'buy-in.' You achieve better results when people go along with your ideas because they want to, not because they have to; the key is knowing how to build that kind of commitment This is the art of buy-in, and it's one of the most powerful skills you can have. When people are fully on board, they bring their full selves to the project. This drives their priorities, their performance, their innovation and ultimately, your outcome. Buy-in sits at the heart of creative and collaborative cultures; it drives highly adaptive and nimble teams. This book is a how-to guide for achieving buy-in, regardless of your leadership level. It's not about using power and authority, it's about building support and commitment to your ideas and initiatives. You can lead from any level, even laterally, and have a positive impact on the way things are done in your organisation. This book is your coach for speaking up, standing out and embracing the changes that fuel engaged workplaces and better business.
- Build engagement, agreement, commitment and ownership
- Overcome obstacles and drive stellar performance
- Deliver optimal outcomes through enthusiastic collaboration
- Boost creativity, passion, energy and focus
In the shift from traditional industrial economies to a value-focused economy of ideas, organisations thrive on great ideas, but those ideas don't count unless they're actually implemented. Work with Me shows you how to get people on board so you can bring great ideas to life.
Frequently asked questions
PART I
Get Ready
CHAPTER 1
SHIFT
Choose the power of buy-in
- ‘I know what it will take to improve team performance.’
- ‘I know how to improve our product so we'll get fewer customer complaints.’
- ‘We know what our new strategic direction needs to look like.’
- ‘I know how marketing can better support us in the field.’
- ‘I know what we need to do to stop losing market share.’
- ‘We know why morale is low and what to do about it.’
- ‘I know how to make sure everyone puts their cup in the dishwasher.’
A great idea will stay just that — an idea — unless you can get others to work with you to turn it into a reality.
The cost of getting it wrong
- In 2014, the product development team in a company I was working with had created a very nifty piece of software designed to help its customers manage their account with the company. The software promised to make customers' lives easier and to help retain customers. Yet the only way to get customers to use the software was for the sales team to introduce them to it. Despite promises to the contrary, the folks in sales simply weren't signing customers up for the tool. The software sat on a shelf gathering dust, while tensions between product developers and the sales team quickly escalated.
- Craig, a software engineer, wanted to shift his team to a new product management methodology. Against the backdrop of a fast-changing industry, Craig saw it as critical that project teams worked at a much faster pace, trying new things and finding ways to experiment with new approaches. Craig had experienced the benefits of the change first-hand in his previous job, and thought it was a no-brainer. But several months later, Craig found his efforts stalling in the face of a lack of buy-in from his leadership team and also from many long-standing staff, who couldn't see how the change would be good for them. Craig's frustration led him to leave the company less than twelve months after starting there.
- A professional services firm, another of my clients, once announced a series of workshops for its staff designed to equip people with the skills to improve their productivity. The only problem was, no one enrolled. After some investigation, initially aimed at finding more suitable dates, it became clear that the people who had purchased the workshops hadn't done enough to get buy-in from the different parts of the business. In fact, it turned out that the announcement to run the program had been taken as an insult by many of the managers, who felt they were being told they weren't productive enough!