The messaging of an idea... solutions and problems — PART 3

As Renée Cormier and I continue to dig deeper into "The messaging of an idea" (which I might add Jerry Fletcher called an arduous task), we have been spending a fair bit of time discussing and debating how to approach it — because as Jerry suggested it's a big and meaty topic. I'm of the mind set that we build our efforts organically using our original posts, incorporating our ongoing discussions, people's thoughts and insights, as well as any comments that come our way. I think the jury is still out as far as Renée is concerned. 

In a recent discussion, the point about not letting an idea be a "solution looking for a problem" came up — and somewhere in the discussion Renée asked, "What do you do when your solution has problems?". She then reached for a blue sticky note in her bag, wrote on it, and stuck it on my computer. Triumphantly she said, "There... there is your next blog topic". 

 

"What to do when your solution has problems?"

I am almost certain someone, somewhere, is thinking that it can't be much of a solution if it has problems right out of the gate. Although that may be true in a perfect world, in the real world there are two truisms that you need to consider — there is no such thing as perfection and there will always be problems (some big and some small). 

Recognizing this, there are two considerations that come with this question... one has to do with messaging and the other does not; although it does influence the messaging of your solution (aka idea).

Understand the problems that are associated with your solution —

Although this is not directly associated with the art and science of messaging your solution, it does influence what you have you say, as well as how you are going to say it. It is extremely important to understand the problems that will impact how you will make your solution a reality — and I will say it is much easier said than done. It's crucial to look at your solution as objectively as possible, understand its strengths and opportunities, and understand its weaknesses and PROBLEMS. There are two outcomes in doing this: 

• An understanding if your solution can really solve the problem.
• A prioritized list of the problems your solution has to work through (from biggest to smallest).

In doing this you will — 1) determine if your solution is viable and 2) identify (and understand) the problems you need to work through for the best solution.

As I say, this can be very difficult to accomplish when you look at your solution in the cold, stark, light of reality — we humans are notoriously optimistic and sadly this has given birth to the saying, "He's living in a fantasyland".

Messaging a solution that inherently has problems (and they all do) —

"Be honest and transparent — full stop".

I suppose I should elaborate a little. It is always best to lead with the strengths and opportunities associated with your solution, and of course minimize your weaknesses and problems — that's just good "selling". This is not to suggest that you should ever misrepresent yourself, but rather acknowledge this is an aspect of managing how you present the problems that come with your solution.

It is important to do two things here : 

• Without apologizes, be clear what the problems of your solution are.
• More importantly, have a plan to overcome any major problems (and if you can't, see above).

Oh, and something else...

When you are actually presenting your idea (and solution) make sure you listen to what people are saying, the questions they have, and the challenges they make. Your audience is not just trying to understand what you are saying, but experience has shown, also try to help solve the problems your solution may have.

And one last point since I'm on a roll, and it's a very important one — if you ever find yourself saying "they don't know what they're talking about" after your presentation, then there is a very high probability you are living in a fantasyland.*

Just sayin'.

iamgpe

* I know this to be true because I've heard it said before.

Sometimes when the building is on fire...

Wouldn't it be great if "everything" worked out perfectly one hundred percent of the time... all of the time?

Well we know that doesn't happen; the same as we know that "everything" doesn't work zero percent of the time. On average I would say the range is somewhere between 60% and 80%; yes it may venture below or above once in a while, but this is a pretty good range on a daily basis. I also know I'm not presenting any science or hard data to support what I say, but I suspect you are probably thinking to yourself, "That sounds about right". 

As I suggested, sometimes it goes "really right", and the celebrations and accolades commence... but sometimes it goes really wrong, and that is a much different story — Anger, blame, despair, confusion, finger pointing, did I mention anger, and of course frustration. Sometimes it is just so broken it can't be easily fixed.

A number of years ago, in one of my various professional iterations, I found myself involved with a very messy transition where two fundamentally different companies were coming together; different systems, different cultures, different products, and different leadership philosophies — There were many things going on and much to do. In one of the more trying periods of this transition, a leader was offering a perspective on the situation to his team and was trying to alleviate the growing state of frustration in the group. He was the king of the analogy, and as he was offering insight as to how to work through the situation he said,

"Sometimes when the building is on fire you let it burn and move on to something that you can fix."

By no means was he advocating giving up or not taking on the difficult challenges — What he was saying was sometimes when it is so broken (or dysfunctional), it is best to recognize it for what it is, minimize it's impact, and move onto something you can fix. By doing this you:

• Identify and escalate the really big issues and problems in which good resources are being thrown after bad. This forces the need to step back and reassess the situation.
• Keep people focused on situations that can actually be fixed, and in doing so "move the needle forward".
• Prevent people from focusing on the negatives, and get them looking towards the positive energy of accomplishment.
• Remind everyone that it's all about prioritization and almost always about the net gain. In the end some fires will rage on, but more will have been put out.

It also should go without saying that you should not play with fire unless you have to because if you aren't very careful you can get burned.

Prevention, as they say, is everything.

iamgpe

The Windmill — A transferable example to selling anything.

They say you don't buy a drill but rather you buy a hole.

I suppose that also holds true when you buy a windmill because you are also buying a hole; it also makes for a creative example of Features, Benefits and Value as they applies to sales.

• The Feature of the Windmill is to spin with the wind and pump oxygen into the pond.
• The Benefit of the Windmill is the oxygen it pumps promotes aerobic bacteria and prevents ice from forming in the winter.
• The Value is aerobic bacteria will prevent the growth unsightly pond scum and leave open water for waterfowl in the winter.

At this point it should be pointed out that Benefits satisfy extrinsic needs and Value satisfy intrinsic needs.

• An Extrinsic need refers to the understanding that it is an overall general need.
• An Intrinsic need refers to the understanding that the need is specific to the individual.

If I am a bird lover and have a need to see birds as much as possible I am not so much interested in the control of pond scum, but rather allowing birds to enjoy my pond year round. The value that the windmill brings to me is creating open water in the winter for the birds. This is why I would want to buy a windmill if you are selling one.

People buy the Value of the product that is aligned to their intrinsic need.

Let's not even get into Windmills versus Solar.

iamgpe

PS: Feel free to transfer to about anything... 

PPS: It's much easier said than done...