Courageous Cultures by Karin Hurt

Author:Karin Hurt
Language: eng
Format: epub
Publisher: Harpercollins Leadership
Published: 2020-05-26T00:00:00+00:00

Process

Next, share the process. Let them know what happened with their idea and the relevant time frame. You may not have an elegant automated response system like the Red Cross, but it only takes a moment to circle back and close the loop with team members. If it will take six months before you consider these ideas because of other strategic priorities, say so and explain the other priorities (your employees may surprise you with ideas that achieve those objectives).

Invitation

Finally, invite them to do it again—to think, problem solve, and advocate for your customer. The Red Cross invited David with a large red button to schedule his next contribution. Your invitation to contribute again can take many forms. If their ideas need work, give them the additional information they need and ask them to recraft it. If their ideas were tried in the past and didn’t work, tell them what you learned from that attempt and ask them to consider how to overcome those problems. Even if you can’t use the ideas at all, a sincere “I’d love to hear your thoughts about how we can achieve our goal this year” will keep the ideas flowing.

FOUR WAYS TO RESPOND TO AN IDEA

When managers struggle to respond elegantly to the ideas they receive, it’s often because they feel overwhelmed. To simplify things a bit, let’s look at the four types of ideas they are likely to hear. These four categories can help your managers to respond in ways that generate more critical thinking, microinnovations, and solutions. When an employee speaks up with an idea or suggestion, there are four possibilities and four different responses available. When the employee’s idea is:

1.Already implemented—explain where and how the idea is in use and who the team member might talk with to learn more;

2.Incomplete—what additional information can you give the team member? What questions or obstacles does she need to address? Can you ask him to resubmit his idea with the additional information thought through?

3.Ready to be trialed and tested—can you invite the team member to help with the trial?

4.Not moving forward—what considerations made the idea less valuable right now? Is there additional information that would help the employee come up with a more relevant or usable idea next time?

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