Putting The Storm In Brainstorming

When you start designing a change initiative, you're going to have a lot of ideas.

Some will be from inside the organisation, some from without.

Some will be from your senior leadership team, others from the lowliest frontline employees.

And, if it's not too rude to say, some will be great, while others won't be.

So what do you do with all of that?

How do you sift through all of this (often contradictory) information and do something with it?

It's a great question.

There's two main approaches.

The first is to seize full control of the change initiative. You might already have this. Chances are, though, you're sharing control with people.

Sharing won't work for this.

After you gain full power, you must become a genius in organisational engineering. Then you simply engineer an amazing organisation.

Simple!

The other approach?

Focus on one to four things - the fewer, the better - that, if your organisation became amazing in, would solve most of your problems.

You might choose excellent service, innovation and agility.

I'm going to recommend trust, which will surprise no one who knows me.

When your organisation trusts your employees and customers, and they trust you back, amazing things happen.

You go from being an organisation to a force of nature.

Have you ever bought a product after barely reading the sales letter? Maybe you didn't even know what it was, you just knew you had to have it.

I have, several times.

And every time, it was because I trusted the company selling it.

I knew they could deliver the goods, so I happily parted with my money for them.

Anyway, whether you choose trust or something else, make sure you choose wisely. The future of your organisation depends on it.

Here's what you do:

Take each plan and run it by this simple heuristic:

"Does it create more of or bring me closer to (thing you are focusing on)?"

If so, keep it.

If not, ditch it.

This doesn't require you to be a genius dictator. You can share this responsibility with anyone who understands what you're achieving here.

A single point of focus can easily become a rallying point.

And with it, you can quickly choose, implement and assess any of the ideas.

Sure, some will need some tweaking. And others will need a lot of work to bring into fruition. But things are simple when there's one or two things to consider.

Any organisation has millions of variables. If you consider them all, you can't do or measure anything. But if you bring that down to a handful which will uplift everything else, then even a single person can decide which ideas work and which ones don't.

The best way to enhance your organisation is with the ultimate advantage: trust.

But how do you measure something like that, let alone improve it?

Especially if your workforce is stretched thin, cynical and burned out on change?

There are simple, effective and proven strategies you can begin implementing today. I know you can unlock the creativity, productivity and joy of your employees.

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