Far too many managers believe that logical and well-conceived strategic initiatives will sell them- selves; that the obvious benefits of a new initiative will be widely recognized by the employees of the organization and as such, be proactively implemented. However, experience and statistics tell us this is rarely the case. Studies show that fewer than 10% of managers believe their organizations are effective at implementing strategic initiatives. Most initiatives, in fact, are met with a fair amount of skepticism, if not outright resistance, seen instead as the managerial “flavor of the week”. As Casey Neistat said,
“Ideas are cheap. Ideas are easy. Ideas are common. Everybody has ideas. Ideas are highly, highly overvalued. Execution is all that matters.”
In the first three modules, we considered the process of formulating and filtering ideas to allow managers to make decisions about future courses of action. In module IV, Getting Buy-in, we’ll examine the implementation of those ideas and what managers can do to increase the odds of success for the initiatives under their charge.