Almost every “leading innovation” framework, model, and training program begins with the recognition that in order to innovate within an organization, leaders and individual contributors must “challenge the orthodoxies” (which is another way of saying force yourself to think differently about the things you take for granted or assume will be the same forever).  There are several iconic examples of organizations that failed to innovate because they didn’t challenge the status quo:

Kodak – Their own R&D department invented digital photography but leadership didn’t want to invest in a business that would “cannibalize” their camera, chemicals, and paper businesses

Blockbuster – Didn’t understand or embrace streaming technology as Netflix did and put Blockbuster out of business.

Blackberry – Became an early world leader in the smartphone market but failed to recognize the desire for touchscreens and applications like Apple thinking their brand loyalty would be a competitive advantage.

But this blog is not about how to lead innovation or develop a new business strategy; it’s about the challenge leaders face when they are able to read the weak signals, challenge the status quo, develop an innovative solution, but then run into the brick wall of skeptics and critics who say it “can’t” be done or look for every reason in the world why not to change.

During the past several years I’ve had the chance to work with and brainstorm with executives and other senior leaders and I can definitely say that to a person they all share there is nothing more frustrating to a leader than evolving new idea by challenging the status quo only to have the naysayers shoot down the ideas because they are afraid of change or it negatively impacts them by taking away power, resources, or even their jobs.

Based on research from the academic world, the consulting world, and our own experiences running business simulations, as well as leadership and business acumen training programs, here are five quick tips to help you lead past the skeptics:

Over communicate and explain in big picture terms

In the corporate world, there is no such thing as too much communication.  Successful leaders pushing past the skeptics communicate, share, and talk in big picture terms rather than getting caught up in all the details that can only confuse some people.

Manage expectations

All of the change leadership data illustrates that the most successful leaders are able to manage the expectations of their people.  That means being authentic, acknowledge the realities, and share will people the truth about what to expect.  Over-selling a significant change to the status quo is never a good thing.

Adjust to their style; give them the facts and details

Many “critics and naysayers” are generally skeptical people in terms of their personality styles.  And as we know from personality styles, every style has its strengths and limitations and sometimes a healthy dose of skepticism is a good thing. When trying to challenge the status quo and change things, the best leaders are able to identify the skeptics and provide them with all of the facts and details they need to understand and feel comfortable. We live in an era of big data, use it.

Hold firm and show commitment

The skeptics will challenge you and wear you down; that’s what they do and they do it many times to see how committed you really are.  When you truly believe in a challenge to the status quo you need to hold firm and tirelessly and show your commitment because everyone is watching (not just the skeptics).

Exit them

Sometimes people need to move on and you have to exit them from the organization.  Challenging the status quo suggests changes in functions, jobs and roles and not everyone who is performing a job today will be able to evolve to the jobs of tomorrow.  It might serve all parties well to exit the people who don’t fit and find the people who get it and understand the challenge to the orthodoxies.

Which Business simulation is right for your training programs?

As you explore the world of business simulation, there are dizzying arrays of educational choices. Much has been written about different types of simulations. Some are good for long-term exploration of complex business problems, while others are focused on a specific skill acquisition. This article will review four critical characteristics that can make up the best business simulator including technology, realism, response and feedback, and process and outcome focus.

Technology

While simulations can be board-based and be effective, the focus here will be on business simulations using technology. This does not mean the simulation is necessarily online (though many are) but it does imply the users are interacting in a computerized enhanced environment. Simulations that use technology offer two major distinctive advantages to paper-based simulations, the ability to visualize the learning and the ability to gather data about the participants using the simulation. Data visualization is particularly important in more complicated simulation forms as the amount of information and variables is too much for a learner to track. The ability to personalize the simulation and use data analytics are key to making the experience interactive and measuring the effectiveness of the intervention. {Click here to learn more about Advantexe’s Zodiak Pro Simulation}

Realism

Unlike role-plays and case studies, the ability to replicate the fidelity of the external situation facing the participants within the simulated environment is key. The more life-like the simulation and the behaviors required to be successful, the more likely the learners can apply these same behaviors back on the job. Aspects of realism include things like: time constraints, budget constraints, dealing with multiple stakeholders with competing agendas, information overload, business strategy, crisis situations, etc. However, realism taken to its extreme may overcomplicate the simulated learning environment causing too much distraction and not the appropriate application. The best business simulations are designed to balance realism from hyper-realism.  

Response and Feedback

Along with creating a realistic context, immersive simulations respond to the various inputs done by the participants (immediate) and are provided feedback (usually delayed as a result). This cycle of input-reaction-feedback forms the basis of the simulation engine. Inputs are characterized by financial decisions, dialogue with real/virtual participants, question choices. Some examples of reaction responses include visual prompts, trend lines, and financial calculation indicators (e.g. budget changes). Participants should be able to “see” how their inputs affect the various responses in real-time. Feedback usually comes at the end of the simulation and is an encapsulation of the work done in a round or segment. Some examples include heat maps, leaderboards, financial spreadsheet reports, and live presentations.

Process and Outcome-focused

 Simulation-based learning is both about the learning process and the result. The process typically involves dialogue, competition, and cooperation and is driven by the participant's actions. Process-driven learning typically spills outside the borders of the simulation and creates opportunities for real interactions. Good learning processes typically involve other learners, business leaders, subject matter experts, and sometimes, external observers. Outcomes are contextual and can be evaluated in different ways:

• Intrapersonal (did the participants learn anything about themselves?)
• Interpersonal (were the participant able to cooperate, network, and build relationships?)
• Business (did the participants create value?)
• External (did the participants see how their decisions fit into the broader context of the industry and the community?)

Three weeks ago I wrote a blog called “What the United Airlines Fiasco Should Teach us about Business Acumen” in response to the unfortunate incident involving the passenger who was forcibly removed from an oversold flight.  In the blog I shared some ideas, insights, and lessons learned through the lenses of Business Acumen and Business Leadership skills that are required for company success.  During these past three weeks the blog has become one of the most popular blogs we’ve ever published and I have received feedback and comments every day since.  Because of this activity, I think it’s worthwhile to reflect on what has transpired since the incident and share the comments and reactions for additional learnings and application.  Below are several random but connected thoughts that I hope can enhance your ability to learn from the situation and improve and build upon your business leadership and business acumen skill set.

In a world of virtual information, there is no place to hide

The video of the Chicago transportation police dragging the passenger off the United Flight went viral within a few hours and was the topic of conversation for millions of people around the world within 24 hours.  25 years ago, it would have taken weeks if not months to achieve that level of penetration and in most likelihood, would never have reached millions of people because the story would have lost its legs much sooner.  The implication of this phenomenon to today’s leaders is profound.  In the blink of an eye and a share on Facebook the execution of your business strategy could be derailed forever; one of your most critical roles in this new world is to create a culture of “doing the right things” and anticipating the things that can and will go wrong and try to prevent them before they ever happen.

Customers aren’t inventory

In Business Acumen training, one of the first things you learn about are income statements and balance sheets.  An income statement illustrates revenues (what customers buy and pay for) and a balance sheet illustrates what a company owns (assets, inventories, etc.) and what a company owes (liabilities, debt, etc.).  A lesson that isn’t taught – but perhaps it should be – is that customers aren’t inventory!  Customers provide revenues and ultimately profit in exchange for a service rendered or a product delivered; they can’t be treated like a box of product in a warehouse and you certainly can’t pick they up by their arms and legs and throw them onto another flight.  I know these last few sentences sound ridiculous, but it’s the lesson learned.

Cost justification analysis

Another valuable lesson taught in most Business Acumen program is the concept of the cost justification analysis.  How much would you invest ($X) to have an outcome of ($Y)?  In most cases, business leaders understand and benchmark the analysis in business terms and can make the right decisions.  In the case of United, I think that lesson is now learned.  United recently announced that they have given local decision makers the ability to go up to $10,000 in travel vouchers in exchange for a passenger giving up a seat.  When compared to the millions of dollars in settlement and legal fees, that $10,000 seems like a very wise decision.

“But’s that’s my job!”

Perhaps the most valuable lesson of all is that existing airlines are making a distinct effort to make sure this never happens again.  During the past few weeks I’ve been on at least 8 flights and the difference is noticeable.  I almost exclusively fly #AmericanAirlines and I have noticed that everyone – from the ticketing agents, to the gate team, to the pilots, to the flight staff – has been more accommodating, friendly, and customer centric.  On my most recent flight from Philadelphia to Chicago I thanked the lead flight attendant for what I perceived as services beyond the core and she replied with a big smile, “But that’s my job.”  It was funny, refreshing, and much appreciated.

In summary, sometimes good business outcomes come from bad business situations.  I had my doubts, but it is clear to me now that the existing airlines have “received the message” and aren’t going to sit around and do nothing about it.  There are lessons here for us all…

Week in and week out, I have the unique opportunity of working with different levels of business leaders from many different industries; some weeks I could be running a developmental workshop for senior executives, and some weeks I could be facilitating a leadership development workshop for new leaders taking on their first teams and leadership responsibilities.  After every learning journey, I reflect back on the sessions looking for patterns of effective leadership challenges and development opportunities to share with the readers of this blog.

One of the most enjoyable and enriching audiences I work with are the mid-level leaders who report to the executives who set the strategy and lead the workers and contributors who execute the strategy by doing the actual work.  The reason I enjoy working with these leaders so much is that they are the catalysts for success and they can still learn new things to make an impact and difference.

Over the past several months, I have seen and experienced firsthand the anxiety facing these mid-level managers.  They are anxious because they are truly living in the volatile, uncertain, complex, and ambiguous world of global business.  Geopolitical issues such as Brexit, the unexpected election of President Trump, the animosity and instability in Asia, a potential new leader in France, and a continued slow global economy continue to accelerate and get more complex and are the primary factors contributing to an uncomfortable and uncertain future for most business leaders.

Five Leadership Tips

In order to help other leaders deal with these issues, I have put together a list of five leadership tips to help lead into an uncertain future. This list of 5 tips was compiled from discussions, workshops, and action planning and outlines the keys elements of effective leadership. 

Manage expectations

One of the most import  leader skills needed when leading in uncertain times is to manage expectations in a real and authentic manner.  There is no reason to exaggerate and over-promise and the more realistic you are, the better you are managing their expectations and ability to focus and concentrate on the specific work.

Manage to Expect the unexpected

Nothing is ever going to go as planned; especially in uncertain times. Great leadership manage to create an environment where employees can learn to expect the unexpected and deal with all of the uncertainties of their worlds inside and outside of work. A tip to do this?  Practice dealing with change.  Throw a few curve balls at your team and see how they react. Juggle teams, change priorities and help them understand they won’t be penalized for making mistakes as long as they are learning and evolving.

Communicate early and often

There is no such thing as too much communicating and the best leaders figure out ways to communicate early and often.  These communications don’t have to be formal and they don’t need to be long; they need to be plentiful and they need to deliver the right messages.

Set realistic goals

Like managing expectation, you must set goals and the goals must be realistic.  In times of uncertainly, don’t set unrealistic stretch goals, set realistic goals that can be achieved and measured without a lot of complications.

Adapt and change goals quickly

The business will change quickly and adaptability is a key to survival and then long-term success.  Good leaders can adapt and change goals quickly and create an environment for employees to be able to adapt quickly and re-set their focus depending on their circumstances and leadership ability.