A meeting with a CEO who dislikes rebels and change agents reminds me of a most important lesson: the need to be prepared before pronouncing big ideas.
You may have heard the self-help gurus talk about how paralyzed people have become by all their stuff, jammed into their houses, garages, storage units. It’s overrunning people’s lives and making them miserable.
The same thing is happening at work. We have so many programs, processes, special initiatives, goals, strategic mandates, task forces, and focus areas that people are overwhelmed. I recently met with a company task force that was trying to figure out a way to communicate the brand messages, corporate vision, company purpose, employee values, and four new “pathway to success” programs, all with their own titles and acronyms.
There is one week every September where I fully immerse myself in ideas, possibilities and new people. Last week I attended the Business Innovation Factory’s annual innovation conference. Here’s what I learned and was reminded of:
1. Show up more. (Or better, always.)
When we lay bare our vulnerabilities and dreams, we connect with people in rich ways. As author and venture capitalist Whitney Johnson said, “There are no regrets when you show up, and when you show up your dreams can find you. Dreaming is at the heart of disruptive innovation.”
2. Good questions start good ideas.
I’ve attended every BIF conference and have noticed that innovators ask good questions, and those questions get people thinking in new ways. One of my favorites this year were what educator Angela Maiers uses to challenge high school students as part of the Choose2Matter movement: What breaks your heart about the world? What can you do about that? What do you need?
3. Do the work, the path will appear.
Food geek Scott Heimendinger kept his day job in technology and on weekends and nights wrote a food blog and started experimenting with sous vide cooking. Acknowledging that it’s OK to be risk averse, which he is, Scott just kept working away on his love for molecular gastronomy as a side project. Eventually, he found his new path as director of applied research at The Cooking Lab. Innovators just start without knowing what the outcomes should or will be.
4. Nothing is too big to change.
Paul LeBlanc, president of Southern New Hampshire University, has created a new higher ed approach, aimed particularly for disadvantaged, often marginalized adults who want to get ahead at work. For just $1,250 people can earn an associate’s degree and learn the competencies they need to get a promotion and access the social mobility needed to have a better life. Rather than tweaking the traditional higher ed model or continuing to engage in side issues like student loan rates, SNHU created a new model that goes to the root issues: people want to learn competencies in new, affordable ways so that they can get better jobs FYI: Fast Company has named SNHU one of the worlds’ 50 most innovative companies.
5. Oh, God.
Speaking of not being too big to change. Just as Pope Francis’ stunning interview urging The Catholic Cburch to preach more about mercy and less about dogma was published last week (Hallelujah!), Rabbi Irwin Kula was speaking on stage about the urgent need to un-bundle wisdom and practices from the people who own them, and to make sure that our moral enhancements keep pace with technological enhancements. “Religion is just a tool box,” he said. “It’s time to consider blending practices from all religions and make love and empathy the source of what we are designing for the world.” Amen.
6. “A network is worthless if you do not give it away.”
The wise and generous innovation adviser Deb Mills-Scofield reminded people that it matters not how large or extensive your network is if you do not use it for good, sharing it with others to open up possibilities for them.
7. The fastest way to change is…
The easiest and fastest way to create more innovation in an organization is to accelerate generation change, said Bruce Nussbaum, former Business Week editor and now professor of Innovation and Design at Parsons The New School of Design. My thought: how do we help Baby Boomers share their wisdom and transition to new roles so that younger people can step in and create more of the change that is so needed?
8. Sleep is not over-rated.
Towards the end of the week after many consecutive 16-hour days of intense listening and provocative conversations, I was reminded of how much I value sleep and quiet think time.
9. Optimism is the greatest form of rebellion.
The huge value of empowering the rebels inside organizations seemed to resonate with many, as did Carmen Medina‘s belief that optimism is the greatest form of rebellion and positive change. Rebels at Work see possibilities, not insolvable problems.
10. Oh joy...
Playfulness, joy and unexpected silliness are essential to our humanity. Erminio Pinque, founder Big Nazo Lab, creates big, funky, life-sized foam creatures for parades and for their own special Big Nazo Shows. Erminio told me that the surprise of the creatures and costumes opens people up to being people. While going through airport security recently, the TSA screeners pulled the foam creature masks out of the suitcase and yelled across to their colleagues, “Hey Joe. Check this out.” Everyone in line forgot their frustrations and frantic schedules and laughed together. Like children in awe of the world’s wondrous surprises.
11. Digital handshake, in-person hug.
Tim McDonald, director of communities for the HuffingtonPost, and I sat together during the conference. As we said our goodbyes he gave me a big bear hug and explained that he sees meeting people via social media as “the real world,” and when he gets to meet them physically he likes to give big hugs. I love his approach to digital handshake, in-person hug. Talk about connecting.
12. Control is for beginners.
The life of Carl Stormer‘s wife was upended when she had a massive stroke at age 43, and they learned to keep going and find meaning in a life that is not what one would choose. Carl’s wife believes that control is for beginners. And that, dear friends, was my greatest takeaway of an intense week of learning.
Two weeks ago I was leading an American Marketing Association workshop about how to gain approval and adoption of new ideas. We covered the first four items on the following list through a series exercises and then I asked everyone which of #5 – 10 they most wanted to spend time on.
1. What’s at stake?
2. Make the status quo unappealing
3. Use the SCARF model
4. Uncover the hidden motives
5. It’s an experiment
6. What’s the real issue?
7. Move away from drama
8. Befriend the Bureaucratic Black Belts
9. Stay under the radar
10. Know when to quit
People loved #10. I have to confess I was surprised and perhaps not prepared enough. How do you know when it’s time to let an idea go? Or stop trying to get a project funded? Or get people interested in adopting a new way? Or even leave a job?
Here’s what I suggested:
- Rate importance: Ask your boss or client how important a particular project is to them on a scale of 1 – 10. If it’s below six, it’s just not that important. At this point you’ll probably have a hard time getting it to 9 or 10. If they say 7 or 8, ask them what it what would make it a 9 or 10. Then listen very carefully.
- Just ask: “We’ve been talking about this idea for a while, but it doesn’t seem to be moving ahead. I think it helps us (insert important organizational goal). What do you think is holding it back? What advice can you give me?”
- Is the energy waning? Do fewer people show up for meetings about the idea? Is the idea put early on the agenda (probably still interested) or last (if we don’t get to it, no big deal.)? Is it even on management meeting agendas?
- Not performance objective worthy: If you set your annual performance objectives and your boss doesn’t view your big idea as an important for your objectives, he or she doesn’t think the idea is important.
- How much are your colleagues willing to help? If your work friends just aren’t into helping you with the idea, it may signal that they don’t see the value of it. Another sign that it may be time to quit the idea.
- Are you becoming not yourself? If you’re starting to be angry, judgmental or righteous, this might be a sign that it’s time to let go.
Yogi Berra allegedly once said, “If the people don’t want to come, there’s nothing we can do to stop them.”
Sometimes the time isn’t right for an idea. We rebel thinkers work ahead of most people, and it takes a while for them to catch up with our ideas. Sometimes you just need to wait a while and reintroduce the idea.
Sometimes you may need to more clearly communicate the value and relevance of the idea. It’s easy after a while to get so down into the weeds of how a project or idea will work that people have forgotten why it’s such a good idea in the first place. (Go to #1 on the list: show them what’s at stake, what the idea makes possible and how that’s so much better than what exists today.)
Don’t beat yourself up or take on all that failure language or people will begin to see you as a problem person vs. the creative person who knows how to come up with great ideas.
Even if this was the greatest idea you think you’ve ever developed, know that there will be more great ideas. Creativity doesn’t stop.
Unless, of course, you spend all your energy hanging on too long to an idea no one cares about.
When your horse dies, get off.
Many people think disagreeing means that we’re being unkind and insensitive. Or impolite. (Egads!) “Let’s take this off line,” they say.
What’s unkind to me is pretending an uncomfortable issue doesn’t exist when everyone knows it does. There’s a tension at work when this happens. Nothing is moving forward, corporate inertia is draining us, and we’re becoming ever more skeptical about the cry for greater collaboration.
Furthermore, the longer an issue is ignored, the more frustrated and demoralized people become. Even worse, trust and respect among people erode. And when that’s gone, the organization gets crippled.
“When someone comes to a meeting and states an opinion or makes a suggestion that his teammates don’t agree with, those teammates have a choice: they can explain their disagreement and work through it, or they can withhold their opinion and allow themselves to quietly lose respect for their colleague,” says organizational health consultant Patrick Lencioni in his excellent book The Advantage: Why Organizational Health Trumps Everything Else in Business.
“When team members get to choose the latter option — withholding their opinions — frustration inevitably sets in. Essentially, they’re deciding to tolerate their colleague rather than trust him.”
More than most, we rebels see healthy dissent as a team sport, where everyone with something to contribute is expected to contribute. If you don’t speak up your silence can be interpreted to mean that you agree and have nothing to add.
We view dissent as a way of together getting stronger, like a team preparing to hike Mt. Everest. All the potential issues are honestly discussed and worked through to increase the likelihood of a successful expedition where no one gets hurt. We’re fed by the positive energy around these conversations. We appreciate and value what our colleagues have to say.
We also listen fiercely and ask frank questions. It’s about inquiry vs. preaching. But most organizations practice advocacy instead of inquiry in their conversations, say Sue Annis Hammond and Andrea Mayfield in The Thin Book of Naming Elephants.
“Advocacy is a win-lose form of communication…each person is trying to convince the other that he or she is right and there is only one right answer. Dialogue assumes people see the world differently…each person assumes he or she can learn something new from others.”
Practices for inviting healthy conflict
So what can you do to move from advocacy to inquiry? To help foster healthy dissent vs. angry debates? Here are some suggestions.
- Establish agreements: set some guiding principles at the start of a meeting and keep them posted on the wall as a reminder. If someone starts to violate an agreement, bring everyone’s attention back to the list on the wall. Here are some guiding principles that I have found helpful:
- Judge ideas, not people.
- Focus on solutions and ways forward; stay away from drama and problems.
- Observations are more useful than opinions.
- Let each person complete their thought; avoid interrupting.
- Ask questions that illuminate, not interrogate.
- Ask questions that are brief and to the point without adding background considerations and rationale, which make the question into a speech
- Respect other people’s truths.
- If you want your views to be heard speak now. Not later in backroom side conversations.
- Set the tone: Open the meeting by going around the room and asking everyone to respond to a soft but relevant question where there is no right or wrong answer. No one comments on what a person says, just respectfully listens. This helps to put people at ease, build personal connections, make sure everyone’s voice is heard, and get comfortable with listening. I recently asked a group about the most creative thing they had done outside of work in the past month. The answers were hilarious, and that laughter set a relaxing, collegial tone to dig into important issues.
- Set up what’s at risk: Frame the conversation by succinctly stating what’s at risk and why it’s so important to debate the issue and get everyone’s views. This focuses the conversation and reminds people why it’s worth their time and honest input.
- Make sure you have enough time. Issues worthy of inquiry and debate usually require more than the typical one hour time allotment. One hour meetings are good for updates and touching base. Strategic conversations where we value everyone’s involvement need more like three hours, maybe a even a day or more.
- Facilitate or use a facilitator. Effective facilitators carefully listen, guide, inject good questions to open up new conversation veins, move people off dead horses, prevent any one person from hogging the conversation, help the group to recover if someone has said something hurtful, and adhere to the meeting agreements. If you are facilitating, know that it will be difficult to participate. As a participant you’re focused on the ideas not the meta conversation. Understand what role you’ll be playing, participant or facilitator.
- Ask the wind-down question. It usually gets to the real issues: About 30 minutes before the meeting is to end ask, “What hasn’t been said that should? Is there something you feel we’ve been avoiding? If we never talked about this issue again, would you feel satisfied that we honestly examined all the important aspects of it? If not, what needs to be said?” Inevitably someone speaks up and speaks the truth and the real conversation starts.
- Close with insights: After summarizing highlights and next steps, ask everyone to briefly respond to a closing question, which further respects views and makes sure voices are heard. Possible closers might be:
- How did your thinking on this issue shift?
- What one thing did you find most useful from the discussion?
- What was the high point of this discussion for you?
For more helpful ideas on facilitating healthy dissent, read Carmen’s post, “Advice for Managers: Do You Make It Easy for People to Disagree with You?”
“Mum, if you’re so interested in this folk metal band, why don’t you come to the concert with me on Friday night,” my 17-year-old son asked as we watched the band’s YouTube videos.
“Don’t be ridiculous,” I said. “All that screaming and headbanging and moshing. Do you know how old I am?”
Later that night I thought, why not? What might I learn if I went? Who might I meet and what kind of story might emerge?
The next morning I read a post by Seth Godin, “Ridiculous is the New Remarkable,” in which he wrote:
We can view the term ridiculous as an insult from the keeper of normal, a put-down from the person who seeks to maintain the status quo and avoid even the contemplation of failure.
Or we embrace ridiculous as the sign that maybe, just maybe, we’re being generous, daring, creative and silly. You know, remarkable.
Generous, daring, creative and silly? Mmmmm.
Then yesterday a big city mayor’s chief of staff called and asked if I could lead a retreat the Saturday after Christmas for front-line city managers who are burned out and frustrated. “Their jobs are never going to get easier, but maybe you could help them get re-energized and see that they’re part of something bigger.”
Again, my first thought was, “That’s ridiculous. I planned on taking a week off. I have no time to get my head around this. I don’t know any of these people, and I’d be giving my time away.”
So I agreed to do it.
This afternoon I have a call with a former editor at Random House about editing a book that I’ve been too afraid to push out into the world, and yet feel needs to get into the world. I’ve decided to self-publish the book, which seems ridiculous. Will anyone take it seriously if I self-publish? With Guy Kawasaki’s new book as my guide, I’m going to do it. (The books is APE: Author, Publisher, Entrepreneur: How To Publish Your Book.)
You see, I’ve decided to make “ridiculous” a strategy for 2013.
When presented with situations that my gut screams “RIDICULOUS!” I am going to say yes. Ridiculous will be a filter for making decisions on how I spend my time, how I learn, and how I challenge my own assumptions.
Since I made this strategic decision yesterday, the year ahead feels quite exciting. Perhaps even liberating.
People often ask me how I make decisions about my business and my own professional development. In fact, last week someone asked about how I make decisions to support my “personal brand.” I hope I didn’t offend the woman when I burst out laughing and then told her why I think obsessions around personal branding are self-limiting. Perhaps I should write to her with a more considered response, “My strategic filter for my career development in 2013 is ridiculousness.”
I don’t know where this adventure will take me, but I am confident I will learn much, laugh much, and become a more creative and empathetic person.
Warmest wishes for a holiday season that’s ridiculously happy and rich in possibilities.
The two-hour session devolved into conversations about personalities, systems limitations, approval hold-ups by the legal department, problems uncovered by market research, frustrations with the sales strategy, and a concluding “why do we keep talking about the same problems over and over?”
People left frustrated, exhausted and angry. Not much of significance had been accomplished. Such a waste of time.
And no wonder. When conversations get pulled into the emotion of drama and problems our primitive brain takes over and shuts off our higher order intelligence, says Daniel Goleman in Emotional Intelligence. In other words, drama begets drama instead of any useful ideas on how to accomplish what’s at stake.
Interestingly I was in a recent academic meeting focused on innovation and creativity that also fell into the rat hole of drama, problems, details, and more drama. Guess how creative and innovative that two hours turned out to be?
Quiet Leadership author David Rock suggests two practices that I find helpful. Agree in meetings on where to focus the conversation: vision, planning, detail, problem and drama. Wherever possible, keep all conversations focused on vision and planning. In this positive, low-anxiety mental state we’re better able to think fully and creatively
When you have to discuss detail, focus on one detail in a 10 minute chunk. After 10 minutes, we lose our ability to concentrate on that topic, says John Medina, author of Brain Rules. “You’ve got seconds to grab someone’s attention and only 10 minutes to keep it. At 9 minutes and 59 seconds, something must be done to regain attention and restart the clock.”
I see another opportunity in staying focused on the bigger picture: it is in this positive frame of mind that we’re more able to disagree in productive, creative ways. Because our minds are calmer and we’re focused on shared goals in this mindset, we’re able to intellectually consider and discuss alternatives. There’s a higher order of thinking that’s possible during this mental state, say the neuroscientists.
Once we get into drama and pointing fingers at people and problems, dissent becomes dangerous and unhelpful.
Not to mention that there’s no emotional energy left for compassion or creativity.
I’ve taken a new professional vow: keep the meetings I’m in focused on solutions, and out of drama and problems. Want to join me?
“Find the disruptive people in your organization. They have the ideas that will drive change,” said Nancy Schlichting, CEO of the Henry Ford Health System, a $4 billion healthcare organization with 23,000 employees.
Speaking at the BIF8 innovation conference last week in Providence, RI, Nancy shared what has helped her transform an ailing health care system and create innovations in health care such as a new $360 million health and wellness facility that feels more like a luxury hotel than a hospital.
Transforming healthcare is all about leadership, she said. Her leadership approach focuses on creating an “incredible” environment for every person to reach their full potential. How she has created such an environment:
- Making a large organization feel small. When the board approached her about being CEO of the health care system she was reluctant to take it because she likes being involved with people and creating working environments that are positive, personal and open-minded. The board assured her that being CEO of a health care would not preclude how she like to lead.
- Saying yes to unusual ideas, like an employee who wanted to be able to creating fun drawings on the disposable gowns worn by the kidney dialysis staff. “This woman creates this amazing designs on her own time on the weekends. On Monday mornings the staff can’t wait to see what she has that week for them.”
- Helping people who are disruptors. These, she says, are the people with the ideas that can help you change and transform. One example she shared: a surgeon who wanted to put health kiosks in churches in the Detroit community. Doing so has been a hugely successful way to help people learn about health and wellness.
- Hiring people in with non-traditional backgrounds to help you see things in new and different ways. “This is essential,” Nancy stressed. One example: she hired Gerard van Grinsven, a long time Ritz Carlton executive to be CEO of the new Henry Ford West Bloomfield Hospital, even though Bernard had no health care experience. His “otherness” has been a significant reason the new hospital has been so successful in its ambitious goals. (Here’s a link to a video of Gerard sharing his story about going from high-end hotels to opening a hospital.
- Bringing together different thinkers. Creative ideas happen at the intersections, said Nancy. Bringing different thinkers together across silos creates better ideas faster.
Hearing her talk I was reminding of the wonderful poem by Kaylin Haught, “God Says Yes To Me.” Imagine if CEOs said yes, yes, yes to more of their employees, especially the disruptive corporate rebels?
Not only would organizations be able to innovate and change more quickly, a wonderful sense of joy would permeate the workplace — even in high-stress environments in struggling urban areas, like the Henry Ford Health System in Detroit.
Carmen Medina and I are on a mission to help rebels in the workforce be more successful. We believe these outsider thinkers inside big organizations have the answers leaders need to adapt, grow, thrive, even survive. As part of our journey into helping rebels we’ve been asking ourselves all kinds of questions to understand why leaders don’t listen more to rebels. Yesterday Carmen posted about her recent epiphany on Rebels at Work. Here’s her “aha” about diversity initiatives and rebels.
As most of you know, I served for 32 years at the Central Intelligence Agency. During my last ten years there, I would attend recruiting and outreach events where I would answer questions about my career at the Agency. Given who I am, I was often asked this question: “Could you talk about what it was like being a woman and a minority at the Agency?” And I always gave the same answer: “Actually, neither of those was as much of an issue for me as just being a different thinker. Somehow I often saw things differently from everyone else.”
I was recalling this last week when I was thinking about what I might say at a couple of events I’ve been invited to speak at associated with Hispanic Heritage Month, which starts this coming week. (It’s actually not a month, but a 30-day period from 15 September to 15 October.) And as I said out loud the previous paragraph, it came to me like the most gigantic “DUH” moment you can imagine. POW! A giant fist bopped me on the head.
I had gotten it exactly backwards. It wasn’t that being a different thinker was more of a career issue than being a woman or a minority. I was a different thinker in large part BECAUSE I was a woman and a Latina.
Q. You mean that it took you until one month before your 58th Birthday to figure that out!!
A. Sadly, yes.
Many sincere attempts to diversify organizations fail because the organization’s leadership does not appreciate that any significant diversity effort is in fact an organizational change effort. It could very well end up being transformational for the company.
When different types of people enter the workforce–women, minorities–many actually become default Rebels at Work, although they often are not aware of their dual identities. People with different backgrounds should bring different perspectives and ideas with them. (Although truth be told, many learn as early as high school to stop volunteering their different ideas when they realize they are not welcomed.) And yet you often hear leaders say: “It’s a shame about so-and-so. Some interesting ideas but he doesn’t quite know how to fit in.” or “You have great potential but you need to learn to be more corporate.”
And that’s how diversity initiatives degrade and become more about the Appearance of Diversity than about the Impact of Diversity.
The organization has made space for people who are different but no space for their different ideas. Helping Rebels be more effective at work is in fact a diversity initiative. And increasing the Impact of Diversity on an organization is in fact a Rebel initiative.
Never, ever publicly embarrass, threaten or upstage a Bureaucratic Black Belt (BBB), those protectors of the status quo, upholders of processes and procedures, fighters for following the rules without exceptions, righteous minimizers of risk.
Similarly never start a fight with them. You will lose.
BBB’s can be formidable foes. You may never win them over or convince them to approve your idea. The best case is to neutralize them so that they don’t fight you and your rebel ideas. By neutralizing you’ll have a better chance of finding a way to work around them.
This is an important lesson for rebels, mavericks, change agents and innovators. The BBB’s are often our greatest obstacles. Not necessarily the official decision makers, but the people who can drain our energy and derail our plans. Selectively involving these gatekeepers is a necessary step in removing obstacles.
BBB’s hold all kinds of positions, though you will find more in Legal, Finance, and Human Resources, Customer Service, IT, Quality Management, and Environmental departments. If a person’s job involves any sort of regulations, compliance, product quality or public reputation risks, they are more likely to be a BBB of some degree. They have to, really. Don’t blame them for doing their jobs.
Which brings us to the first technique for neutralizing BBB’s.
Understand what it’s like to be them.
Put yourself in their position. What are they held accountable for? What happens if they make a mistake? Don’t properly enforce a government regulation? Not follow a standard procedure and get audited? They succeed by being fearful of what could go wrong. If they mess up, public humiliation for the entire organization is at risk.
If they’re not born that way, they become wired to say “No” to anything even slightly out of the norm.
We rebels see opportunities, they see danger.
So empathize with them. Feel their pain. (We know this can be challenging especially if you’ve been foiled continually by BBB’s, which is likely.)
Bring this empathy to your conversations with them, letting them know that you get how difficult it must be to be them. “It must get frustrating and lonely being the person who has to always remind people of the risks,” you might say. All people want to be seen, to know that people understand what it’s like to be them. Especially BBBs, who may have an even more difficult role at work than rebels.
This empathy is likely to ease the tension, perhaps put them at slightly more ease with you.
Who is The Person Most Revered?
Also helpful is to understand who in the organization the BBB respects, fears, wants to please. There is always someone. Find out who that person is, what’s important to him or her, and who or what influences him or her.
Then invoke the name of the Person Who Is Revered when dealing with the BBB. Better yet, figure out how to get support from the Person Who Is Revered, and tell the BBB that so and so supports your idea. The tiger is likely to back down a bit. Not entirely, but enough that you’ll find more space to navigate.
Ask questions vs. sell your ideas
BBB’s, like most of us, like to be recognized as smart and influential, so do feed this need by asking the BBB for advice. (This also helps you figure out what this person most wants or fears, more data points to factor into your neutralizing strategy.) You might say, “Diane (The Revered One) is interested in seeing how we might be able to make this idea work. If you were in my shoes, what would you do? What advice can you give me that might be helpful?”
If the BBB says something annoying and unhelpful like, “Diane should know better. That idea will never work here,” The next question to ask, “What would have to be in place for the idea to have any outside chance of working?” This data will help inform what you need to do, or how to position the idea. Questions are your friends in dealing with BBBs, as is listening.
Selective disclosure and conversation goals
Know, too, that you have won some points by involving the BBB. These people get angry and become stronger foes when you ignore them. Which is what we’d like to do because they can be so unpleasant and FRUSTRATING. Understand when and how to keep them in the loop. Disclose what you must, but not everything.
It’s also important to not wing it when going into meetings: Have a goal in mind whenever you have a conversation with a BBB. What do you want them to do, or not to do, after the conversation happens? The more clear and precise your goal, the more likely you’ll achieve it.
Free flowing, unstructured conversations with BBBs can be dangerous because we rebels tend to get passionate and excited about what’s possible. Passionate possibilities send warning signals to the BBB. “Danger! Danger! This person is not staying inside the lines; they are even talking about painting the lines orange instead of regulation blue. Beware of what she is saying. Stop thinking about what she is saying and launch into why this is not possible. Shut her down. Now.”
Lastly, thank BBBs when they are helpful. Public recognition for their efforts, especially with The Person Most Revered, will go a long way in making sure that they leave you alone.
Remember, BBB’s are unlikely to EVER fully support you. You just don’t want them to stop you.
You cannot win over Bureaucratic Black Belts.
Your job is to neutralize them so they don’t try to kill your idea.