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Buy-In: Saving Your Good Idea from Getting Shot Down, by John P. Kotter, Lorne A. Whitehead
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You've got a good idea. You know it could make a crucial difference for you, your organization, your community. You present it to the group, but get confounding questions, inane comments, and verbal bullets in return. Before you know what's happened, your idea is dead, shot down. You're furious. Everyone has lost: Those who would have benefited from your proposal. You. Your company. Perhaps even the country.
It doesn't have to be this way, maintain John Kotter and Lorne Whitehead. In Buy-In, they reveal how to win the support your idea needs to deliver valuable results. The key? Understand the generic attack strategies that naysayers and obfuscators deploy time and time again. Then engage these adversaries with tactics tailored to each strategy. By "inviting in the lions" to critique your idea--and being prepared for them--you'll capture busy people's attention, help them grasp your proposal's value, and secure their commitment to implementing the solution.
The book presents a fresh and amusing fictional narrative showing attack strategies in action. It then provides several specific counterstrategies for each basic category the authors have defined--including:
· Death-by-delay: Your enemies push discussion of your idea so far into the future it's forgotten.
· Confusion: They present so much data that confidence in your proposal dies.
· Fearmongering: Critics catalyze irrational anxieties about your idea.
· Character assassination: They slam your reputation and credibility.
Smart, practical, and filled with useful advice, Buy-In equips you to anticipate and combat attacks--so your good idea makes it through to make a positive change.
- Sales Rank: #338418 in Books
- Brand: John P Kotter
- Published on: 2010-10-06
- Original language: English
- Number of items: 1
- Dimensions: 8.50" h x 5.75" w x 1.00" l, .75 pounds
- Binding: Hardcover
- 208 pages
- Buy In Saving Your Good Idea from Getting Shot Down
About the Author
John P. Kotter is the Konosuke Matsushita Professor of Leadership, Emeritus, at Harvard Business School and is widely considered the world's foremost authority on leadership and change. Lorne A. Whitehead is Leader of Education Innovation at the University of British Columbia, where he has also been a professor and the NSERC/3M Chairholder in the Department of Physics and Astronomy.
Excerpt. © Reprinted by permission. All rights reserved.
Preface
Most people skip Prefaces (occasionally feeling guilty as they do so) because they are not particularly interested in an introduction to a book, its history, any research behind it, or the writers. If you are a skipper, just flip to page 13. And don’t feel guilty.
We have all experienced the basic problem addressed here, and in a very personal way, because it is an old, common, human, and increasingly important problem. You need sufficient support for a good idea or the right decision will not be accepted and implemented well. You or your allies present the plan. You present it well. Then, along with thoughtful issues being raised, come the confounding questions, inane comments, and verbal bullets—either directly at you or, even worse, behind your back. It matters not that the idea clearly makes sense. It matters not that the idea is needed, insightful, innovative, and logical. It matters not even if the issues involved are extremely important to a business, an individual, or even a nation. The proposal is still shot down, accepted but without sufficient support to gain all of its true benefits, or slowly dies a sad death.
You’ve been there, both on and off the job. It can be maddening. You can end up flustered, embarrassed, or furious. All those who would benefit from the idea lose. You lose. In an extreme case, a whole company or nation may lose. And, as we shall demonstrate in this book, it doesn’t have to be that way.
The argument put forth here, summarized simply, is this:
1. The competent creation and implementation of good ideas is a basic life skill, relevant to the 21 year old college graduate, the 55 year old corporate CEO, and virtually everyone else. This skill, or the lack of it, affects the economy, governments, families, and most certainly our own lives. This point may be obvious, but less obvious are two additional points. First, the amount of thought and education put into making good decisions is far higher today than the knowledge and instruction on how to implement those ideas. In the world of business, for example, the field of strategy has made huge advances in the past twenty years. The field of strategy implementation, in contrast, has made much less progress. Second, and even more overlooked, is that our insufficient knowledge about how to get good new ideas accepted by others—a central piece of making anything happen--is becoming more and more of a problem as the world changes faster and faster.
2. Change is one of the most powerful forces shaping everything in the world in which we live. With change swirling around us, we need to change more often, which demands good ideas---ideas in the form of plans, proposals, or strategies. But, more so, we need effective action that can make those ideas be used. This is true regardless of the issue: from pitching an idea to obtain modest resources to exploring an innovative new product area to changing the health care system in the U.S. And one of the steepest walls which stop us from making increasingly needed ideas happen is the buy-in obstacle.
3. It would be wonderful if the good ideas you have, on or off the job, could simply stand on their own. But far too often, this is not the case. Whether it’s a big bill before Congress, an innovative corporate strategy, or tonight’s plan for dinner and the movies, sensible ideas can be ignored, shot down, or, more often, wounded so badly that they produce little gain. A wounded idea might still get 51% of the relevant heads nodding approval. But when true buy-in is thin, the smallest of obstacles can eventually derail a supposedly agreed-upon proposal.
4. The questions, concerns, and arguments that wound or kill truly good ideas may seem to be limitless, but for all practical purposes they are not. There are a few dozen arguments used against good ideas that are very generic in their form, can be used in virtually any setting, and can be very powerful. There are also a set of generic responses, all based on a single, somewhat counterintuitive method, that can build strong support for good ideas, regardless of the setting (on or off the job) or the scale of the issues (trying to get buy-in for a new corporate strategy or for a clever proposal to spend $100).
5. Although much has been written on buy-in or related topics (persuasion, communication), the method we offer here, and the 24 very specific responses to 24 common generic attacks, have a power and efficiency (buy-in achieved for resources used) that may be unique, and thus of great potential use to those pursuing innovation, strategy implementation, or simply trying to get one good idea accepted by an after-work, pick-up basketball team. In a world in which we all have limited time and economic resources, unusual power and efficiency can mark the difference between what is practical and what is not, between what creates success and what does not.
Most helpful customer reviews
0 of 0 people found the following review helpful.
How to overcome the adversity of those who claim "Can't Do It Here!" Especially, when they won't listen but really need to!
By Joe Wocoski
I highly recommend the audio version of this book, for anyone who either on a daily or occasional need to give presentations to teams or different groups to get their buy in on a proposed plan or opportunity. It is well worth listening to more than once, and you should make it a periodic treat for your ears and mind, to remind yourself of the pit falls of negativism by certain factions in your organization, who do not want change but only want to protect their own turf without regard to growing your organization.A good book on how to conquering negativism and foot draggers in meetings; and how to gain allies to get that needed buy in so your organization can move forward.
0 of 0 people found the following review helpful.
A Sure-Fire Process to Gain Support for Any New Idea - Business or Personal
By Thomas M. Loarie
Author John Kotter, Professor of Leadership, Emeritus, at Harvard has been studying transformational change for decades and his research has shown that "people, even experienced executives, are not very good at transformational change, or change of any significance." While much attention has been given to creating ideas warranting change, little has been given to gaining the buy-in required for change implementation. "Whether it's a big bill before Congress, an innovative corporate strategy, or tonight's plan for dinner, sensible ideas can be ignored, shot down or wounded so badly that they produce little gain."
Kotter has now collaborated with Lorne Whitehead, Leader of Education Innovation, University of British Columbia, in "Buy*In: *saving your good idea from being shot down" to provide a book focused on how to keep those really good ideas from being shot down.
The book begins with a story highlighting how good ideas get shot down and how "attacks" can be used to gain buy-in. The book continues with the four common attack strategies - fear mongering, delay, confusion, and ridicule - with an explanation of each, and then, the twenty-four generic attack tactics people most often use with advice on how to response to each.
Example:
Attack - "We've never done this in the past, and things have always been okay."
Response - "True. But surely we have all seen that those who fail to adapt eventually become extinct."
"Buy*In" also includes plenty of advice on how to use the material presented, "A quick reference guide for saving good ideas" and "The biggest challenges to buy-in."
There are generic behaviors we all see in our daily lives that are difficult to deal with because they appear to be sincere, reasonable, or logical; but, it is these behaviors that contribute to our failure to secure buy-in for worthy ideas. "Buy*In" provides us with a counterintuitive method of turning attacks into an advantage to get buy-in. This is a "must have" book for all who are in roles requiring transformative change.
0 of 0 people found the following review helpful.
A Little Bland for An Audio Book About Ideas
By J. Jenkins
I think Business Books are best left for the written page--especially after hearing Kotter's BUY-IN. All of us have had ideas and all of us have had to deal with objection handling when we present them. This audio CD offers strategies for getting people to see your point of view. First, the reader is simply too monotone and flat in his presentation. If you're presenting dialogue that takes place at a Board meeting, you may want to create voices for the characters or use SOME inflection so that the listener can disttinguish the voices. My main reason for giving this book a low rating is that it's largely unlistenable and the great idea I got from this CD set was to yank it out of my car by the end of the second CD! I also think the material in this book doesn't cover new ground. The core of what the authors are trying to present is that you must learn to overcome objections in life. We all need to do it and there are many other books--especially those on sales--that cover the territory in a more creative and meaningful way. In short, you need to learn how other people perceive the world and adjust your presentation to get them to see your persepctive. Big lesson, but we're so attached to outcome that we need silly little CDs and books like this to remind us we are not the center of the universe. Well...there you go...save you four hours of listening!
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