Buy-In: Saving Your Good Idea from Getting Shot Down

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John P. Kotter

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Overview

"John Kotter has done it again! With coauthor Lorne Whitehead, he offers extremely savvy advice for innovators and managers on how to sell your ideas. Buy-In is packed with practical insights and useful techniques."---Bill George Professer of Management Practice. Harvard Business School and author, True North." "John Kotter is the ultimate authority on change leadership. With this book, he and Lorne Whitehead bring the excitement back into the change process by providing sharp and practical ways to garner support for your ideas that could make change happen."---Sangeeth Varghese Chairman, LeadCap and Young Global Leader 2010, World Economic Forum" "In research and education---just as in business---progress is often delayed not by a shortage of good ideas, but rather because people aren't convinced to adopt them. This book will help everyone promote the good ideas that deserve success."---Maria Klawe President, Harvey Mudet College" "This book teaches judolike moves to explain and defend your proposal: let the bad guys swing at you and use their energy to move your plan forward. With a fun, fictional story and concise explanation, Kotter and Whitehead make the techniques clear and simple, I love it!"---Dave Hitz Founder and Executive Vice President, Net App, and author. How to Cautrate a Bull: Unexpected Lessons on Risk, Growth, and Success in Business" "Kotter and Whitehead have written an immensely readable and compelling book on how to get buy-in for good ideas. Filled with concrete examples and wise advice, this is a handbook for reformers and a manual for anyone who favors thoughtful change over risk-averse delay."---Lee S. Shulman President Emeritus, The Carnegie Foundation for the Advancement of Teaching and Charles E. Ducemmun Professor of Education Emetitus, Stanford University" "The strategies John Kotter and Lorne Whitehead outline in Buy-In are simple, direct, and invaluable. Their no-nonsense yet well-reasoned approach produces real results that make positive change happen."---Aris S. Candris President and CEO, Westinghouse Electric Company" "You believe in a good idea. You know it could make a crucial difference for you, your organization, your community. You present it, hoping for enthusiastic support. Instead, you get confounding questions, inane comments, and verbal bullets. Before you know what's hit you, your idea is dead, shot down." "It doesn't have to be this way, say John Kotter and Lorne Whitehead. In Buy-In, they reveal how to protect good ideas and win the support needed to deliver valuable results." "Through the device of a fresh and amusing fictional narrative, the authors vividly show how avoiding or attempting to quash attackers doesn't work. According to their counterintuitive approach, it's far better to respectfully engage these adversaries and stand your ground with simple, convincing responses that save the day. By "inviting in the lions" to critique your idea, and preparing yourself for what they'll throw at you, you'll capture busy people's attention. You'll help them grasp your proposal's value. And you'll secure their commitment to implementing the solution---winning their minds and hearts." Smart, practical, and brimming with useful advice, Buy-In equips you to anticipate attacks and turn them to your advantage---so your good idea survives to make a positive change.

Product Details

ISBN-13: 9781422157299
Publisher: Harvard Business Review Press
Publication date: 10/6/2010
Pages: 208
Sales rank: 132,611
Product dimensions: 5.80 (w) x 8.30 (h) x 0.70 (d)

Meet the Author

John P. Kotter is the Konosuke Matsushita Professor of Leadership, Emeritus, at Harvard Business School and is widely considered the world's foremost authority on leadership and change. Lorne A. Whitehead is Leader of Education Innovation at the University of British Columbia, where he has also been a professor and the NSERC/3M Chairholder in the Department of Physics and Astronomy.

Read an Excerpt

Preface

Most people skip Prefaces (occasionally feeling guilty as they do so) because they are not particularly interested in an introduction to a book, its history, any research behind it, or the writers. If you are a skipper, just flip to page 13. And don’t feel guilty.

We have all experienced the basic problem addressed here, and in a very personal way, because it is an old, common, human, and increasingly important problem. You need sufficient support for a good idea or the right decision will not be accepted and implemented well. You or your allies present the plan. You present it well. Then, along with thoughtful issues being raised, come the confounding questions, inane comments, and verbal bullets—either directly at you or, even worse, behind your back. It matters not that the idea clearly makes sense. It matters not that the idea is needed, insightful, innovative, and logical. It matters not even if the issues involved are extremely important to a business, an individual, or even a nation. The proposal is still shot down, accepted but without sufficient support to gain all of its true benefits, or slowly dies a sad death.

You’ve been there, both on and off the job. It can be maddening. You can end up flustered, embarrassed, or furious. All those who would benefit from the idea lose. You lose. In an extreme case, a whole company or nation may lose. And, as we shall demonstrate in this book, it doesn’t have to be that way.

The argument put forth here, summarized simply, is this:

1. The competent creation and implementation of good ideas is a basic life skill, relevant to the 21 year old college graduate, the 55 year old corporate CEO, and virtually everyone else. This skill, or the lack of it, affects the economy, governments, families, and most certainly our own lives. This point may be obvious, but less obvious are two additional points. First, the amount of thought and education put into making good decisions is far higher today than the knowledge and instruction on how to implement those ideas. In the world of business, for example, the field of strategy has made huge advances in the past twenty years. The field of strategy implementation, in contrast, has made much less progress. Second, and even more overlooked, is that our insufficient knowledge about how to get good new ideas accepted by others—a central piece of making anything happen—is becoming more and more of a problem as the world changes faster and faster.
2. Change is one of the most powerful forces shaping everything in the world in which we live. With change swirling around us, we need to change more often, which demands good ideas—-ideas in the form of plans, proposals, or strategies. But, more so, we need effective action that can make those ideas be used. This is true regardless of the issue: from pitching an idea to obtain modest resources to exploring an innovative new product area to changing the health care system in the U.S. And one of the steepest walls which stop us from making increasingly needed ideas happen is the buy-in obstacle.
3. It would be wonderful if the good ideas you have, on or off the job, could simply stand on their own. But far too often, this is not the case. Whether it’s a big bill before Congress, an innovative corporate strategy, or tonight’s plan for dinner and the movies, sensible ideas can be ignored, shot down, or, more often, wounded so badly that they produce little gain. A wounded idea might still get 51% of the relevant heads nodding approval. But when true buy-in is thin, the smallest of obstacles can eventually derail a supposedly agreed-upon proposal.
4. The questions, concerns, and arguments that wound or kill truly good ideas may seem to be limitless, but for all practical purposes they are not. There are a few dozen arguments used against good ideas that are very generic in their form, can be used in virtually any setting, and can be very powerful. There are also a set of generic responses, all based on a single, somewhat counterintuitive method, that can build strong support for good ideas, regardless of the setting (on or off the job) or the scale of the issues (trying to get buy-in for a new corporate strategy or for a clever proposal to spend $100).
5. Although much has been written on buy-in or related topics (persuasion, communication), the method we offer here, and the 24 very specific responses to 24 common generic attacks, have a power and efficiency (buy-in achieved for resources used) that may be unique, and thus of great potential use to those pursuing innovation, strategy implementation, or simply trying to get one good idea accepted by an after-work, pick-up basketball team. In a world in which we all have limited time and economic resources, unusual power and efficiency can mark the difference between what is practical and what is not, between what creates success and what does not.

preface

part one the centerville story

1 the death of a good plan 3

2 saving the day in centerville, part one 11

3 saving the day in centerville, part two 39

4 saving the day in centerville, part three 57

part two the method

5 four ways to kill a good idea 73

6 a counterintuitive strategy for saving your good idea 87

7 twenty-four attacks and twenty-four responses 105

8 a quick reference guide for saving good ideas 173

appendix: how the method helps large-scale change 181

about the authors 191

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RolfDobelli

Posted December 10, 2010

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Commonsense, amusing how-to for getting your new ideas heard and implemented

John P. Kotter and Lorne A. Whitehead excel in the field of consulting and strategy for leadership and change. In this bantering, conversational guide, they convincingly demonstrate how to present any new idea, how to prepare for likely attacks on that idea and how to guide the concept to triumph despite the attacks. In the first half of the book, the authors illustrate these principles with their fictional narrative, "Saving the Day in Centerville," in which two protagonists present a proposal to equip the town's library with computers. The story introduces a range of attacker personalities, from "Pompus Meani" to "Bendi Windi," and the four attack strategies, "confusion, delay, ridicule and fear mongering." Throughout this tale and in the analysis that follows, the gist of the authors' strategies emerges with clarity. The lessons read quickly, and while the first half of the book seems nowhere near as necessary as the second, getAbstract recommends this guide to anyone who has to persuade anybody, anywhere, in order to get anything done. And that's everyone, isn't it?

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Buy-In: Saving Your Good Idea from Getting Shot Down

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Commonsense, amusing how-to for getting your new ideas heard and implemented

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