In my last blog post In view of the current economic recession, I have invited you, dear readers, to critically examine the future viability of your company. Perhaps — inspired by my questions — you have already been able to develop one or the other idea to get through the challenges of the time better. I would like to answer one question today: How do you take action quickly after finding the idea?
In the course of my executive coaching and consulting activities, I was always surprised how big the step from recognition to action is. In psychology, this is called the Knowing-Doing-Gap or Intention-Action-Gap, both terms that describe why many of our good intentions come to nothing in the end. The best personal example that you probably know: the New Year's resolutions, which have usually been forgotten as early as the end of January.
This “implementation gap” does not only exist among people, but also among companies. So what to do? Managers in particular are needed to actually make the change. They must inform and convince employees, identify legitimate concerns and set up solid planning. Scenarios — ideally developed together with employees — make it possible to vividly represent the planned steps.
Here is another tip: Develop various scenarios. In addition to the best case, the scenarios should include “normal” development and a worst case scenario. After all, no one can look into the future for years and decades and estimate all possible variables and their development in perspective. The future is a space of opportunities that is becoming ever larger as we move further away from today. Hence the image of the so-called scenario funnel.
Clearly defined goals and milestones and a constructive approach to mistakes are also important for everyone involved. Unfortunately, this is still often lacking in this country. But if you want to be innovative, you're breaking new ground — and of course something can go wrong.
Let's get to your customers: They too should be kept up to date on what changes are taking place and what effects it has on them. This is especially true when there are changes to your product range. Perhaps some of them are also interested in working with you on the development.
It is therefore worthwhile to consider carefully how the bridge (s) from recognition to action could be designed, what effects there are and how you can best communicate this with your various stakeholders. Here, too, it can be helpful to think through several solutions with their advantages and disadvantages in order to find the best possible path.
Are you currently dealing with these questions and would like a critical look and expert support from outside? Then feel free to talk to me or use my hybrid consulting service.
