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.
Here’s how I got the group unstuck. It might be helpful to you when someone uses the common “Yes, but we don’t have the money/people/time” refrain about new approaches or ideas.
“You all are stretched to the limit,” I said. “And let’s remember that we find resources for priorities that are important to us. Things that aren’t so important don’t get funded. Maybe the real conversation here is that this program just isn’t that important to the company right now. Maybe you should together decide it’s not important, and stop frustrating yourselves by bringing it up at every strategy session.”
Radio silence. (And one executive quietly laughing in acknowledgement.)
The group decided that the issue is important and they figured out a way to get a basic approach working within the next few weeks. It’s not the Cadillac or Four Seasons version, but it begins to provide value and address a real need in the company.
When someone throws objections, get to the real issue and get out of the endlessly frustrating and unproductive ” why not” objections.