Rob Lauber, Chief Learning Officer at McDonald’s Corporation, has a competence he may not be conscious of – an “unconscious competence,” a phrase coined by Noel Burch, a learning expert at Gordon Training International in the 1970s.
New projects create change for the managers who approve them. New products create change for the customers who buy them. Whether you’re proposing a new project to your boss or a new product to your customer – either formally in a proposal, or informally – remember: they have their own ways of approaching innovation and change.
When experiencing change, one of the biggest productivity hindrances is a team that is not unified. This can be for a number of reasons, ranging from conflicting viewpoints among team members to a lack of confidence in the change process itself. Most often this lack of unity is present when team members are not proactively encouraged to contribute to the change process.
Risk taking is essential for the growth and success of any business. Without taking risks your organization can easily become outdated and left in a dwindling market.
I was speaking with a colleague whose client was preparing a proposal for an innovative initiative, to present to their company’s executive committee. At one point, we talked about where the resistance might come from – not based on the content of the proposal, but based on the kind of innovative thinking behind the content.