But I Know it is a Great Idea

by Karen on October 14, 2011

Have you ever had a great idea, and maybe even had the opportunity to implement, but it didn’t take off like you expected or promised?  It has happened to me and I kept trying to explain myself to the audiences.  Why it was a great solution for the customer.  How it was good for profits.  How and why operations, sales and customer service teams should support it.  And, needless to say, always defending it to the executive team.

For years (yes years!) it just didn’t take off.  Was the idea ahead of its time?  Perhaps, but that still means it was not the right idea to implement and should have been pulled sooner.  Was the support team fighting it because it was new?  Perhaps, but that means the benefits weren’t compelling or the processes required to operate and manage it were too complex.  If it was truly a good idea, customers and employees would have pulled it through.

I kept pushing and promoting the service because the idea was grounded in sound customer research and I could see the long-term competitive advantage it would create.  However, the problem (it turns out) was that the service was just too complex for both internal and external stakeholders to grab on to.

In the end, we paired back the offering to its bare bones, stakeholders took to it, and then the users and buyers began pulling for the next level options. (I never said “I told you so.”)

The learning boils down to respecting and understanding the rational and emotional needs of your audiences. Make sure your audience is ready for your “great” idea, you just cannot push it and expect results.  And if it is too big to explain from the start, break it down into smaller bites.  If it truly is a winner, the stakeholders will move it forward.  Finally, move ego out of the way and admit you weren’t listening carefully enough and went too far in the beginning.  Ouch!

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