When an idea is birthed in you, you are its guardian. It is your responsibility to give a clear explanation of its value to the enterprise for which you are working. Initially, the concept may look powerful and inviting—to you. However, it may not be viewed or understood by others. Consider this, the Wright brothers dreamed of a machine that could fly but initially, there was no concrete evidence for getting to the point of actual flight. It was just an idea, a dream. Initially an idea is simply a sighting, a haze with no substance.
The tendency is to run to the person in charge or at least the person to whom you report and excitedly share your new idea. You are sorely disappointed when the lead person casually instructs you to go back and give it some more thought.
You come again and this time the leader instructs you to do the very thing that you want others to do. You are instructed to flush out the idea. What is the purpose of the new concept? Identify the target audience. What does this new view offer clients? What is the process to implement? What are the resources needed? What persons or teams are needed to bring the idea to fruition? Where are the areas of promise and those of difficulty? You have an idea; what are its details? Be clear about the purpose of the idea and the goals it may accomplish. What are the benefits to the company and its work at large? This is hard work. The best part is that you are now challenged to give substance to your idea. Your work will be the first evaluation of your idea. Your time spent in this effort is a statement of the value you place on this new theory.
Ideas abound. The one to whom the initial sighting is given frequently expects others to jump on board when they are given no more than a few words. The idea must be revisited and examined by its carrier. The new concept must be outlined, populated with staff, studied for cost effectiveness, and growth potential in the mind of the one with the idea. The one with the idea does this first work.
Each day an individual or group is bombarded with new ideas. Structure makes them comprehensible, and this exercise hones your skills in evaluation of the idea. These initial efforts speak to the value you place on your new concept. You will find that you will bring more sophistication to estimating the worth of ideas from others.
Reflections
Do you have a new idea for the business that employs you? Create a one-page outline of its purpose and the resources (This is more than finances) needed. Be certain to share the benefit to the organization.
Considering starting your own business? Outline the what, why, when where, who, how of the realization of your business.
Dorothy Watson Tatem, D. Min., ACC
Senior Associate
Next Step Associates, LLC
Cassandra W. Jones, Ed.D.
CEO & President
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