I received two good questions from a business leader today. I've been working on piloting a new tool, which I believe will add value to some of our internal learning solutions. This particular business might test the tool as I continue to build the case for a broader enterprise approach. As we discussed, it became evident that he was already sold on the pilot of the tool, but his concerns went beyond the immediacy of testing and observing the impact of the tool for the business.
He essentially asked two questions: a) what if you rotate jobs while we are midway through the pilot, and b) what if the pilot is successful, but you can't convince the rest of the enterprise to join? In hearing the first question I assumed he was refering to the need for me to specify near-term support, and the second question was related to my ability (or inability) to successfully persuade his peers of the value of the tool. However, on reflection, I believe he was asking two more pointed questions.
1. Contemplate the edge of your contribution
I'm close to both this particular tool and its pilot. Through my lens, I can see how this integrates and enhances other learning solutions and assets. The root of his question was anchored on ensuring that the many other identified stakeholders become champions, advocates, and supporters. My contribution has a certain bandwidth, and proximity, and I need to ensure the value chain is there to sustain the work and energy being invested. You might say this is just a good practice in change management (and it is), but to actively contemplate beyond your edge of contribution, challenges one in proactively fostering other influencers to ensure appropriate uptake of work to ensure sustainability.
2. Leveraging interdependencies is harder for early adopters
Other organizations will be able to leverage the insights and lessons learned from this pilot. Going first involves some form of risk. So risk mitigation is paramount. Therefore, be explicit in attempting to isolate critical enablers and drivers which may accelerate others to leverage and build upon your work. Resources may be scare, priorities may compete, and there may be alternative strategies. When undertaking pioneering work, don't overlook the whole, to the detriment of the singular. It's also much harder to beat to drums other than your own. Part of doing something better and or different requires additional effort and energy to assist others get in getting over the perception gap, and up on the uptake curve.
Having reflected on these questions, I'm not sure the leader was intending to create a teachable moment, but I've turned it into one. The questions, while simple at first, have brought me closer to staying mindful on thinking beyond my spheres and networks of impact, and to be effective in always increasing my edges. As well as, making sure to build a compelling narrative for early adopters. To articulate their responsibilities in supporting peers not only see in the possibilities of utilizing new tools and solutions, but assisting and accelerating their capacity for uptake.
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