CCH User Conference: How to Innovate When Your Boss Says No
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Innovate or die, you've been told, so you've burned the midnight oil coming up with some great ideas for how your organization can beat your competition to the punch. You present them to your boss, who answers with the dreaded, "No." You know your organization's future depends on its ability to do things differently, but how do you do that when leadership blocks your path?
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CCH User Conference: How to Innovate When Your Boss Says No
- 1. How to Innovate When Your Boss Says ‘No’ Bill Sheridan, CAE Oct. 23, 2018
- 2. Agenda 1. When to do it 2. What to do 3. And if all else fails … How to Innovate When Your Boss Says ‘No’ 2
- 3. How to Innovate When Your Boss Says ‘No’ 3 bli.cnf.io
- 5. How to Innovate When Your Boss Says ‘No’ 5
- 6. How to Innovate When Your Boss Says ‘No’ 6
- 7. How to Innovate When Your Boss Says ‘No’ 7
- 8. How to Innovate When Your Boss Says ‘No’ 8
- 9. How to Innovate When Your Boss Says ‘No’ 9
- 10. How to Innovate When Your Boss Says ‘No’ 10 1. Aware 2. Predict 3. Adapt
- 11. How to Innovate When Your Boss Says ‘No’ 11
- 13. 1. When to do it
- 14. 1. When How to Innovate When Your Boss Says ‘No’ 14
- 15. 2. What to do
- 16. How to Innovate When Your Boss Says ‘No’ 16 D x V x F > RDissatisfaction with status quo: Shared meaning and context created collaboratively. Vision for future: Envisioned future state plus core purpose and values. First steps: Top 5 actions using our strat house or action plans. Resistance: Gravitational pull of the past + CAVE men and women The change equation: Breaking the pull of the past
- 17. How to Innovate When Your Boss Says ‘No’ 17
- 18. How to Innovate When Your Boss Says ‘No’ 18
- 19. How to Innovate When Your Boss Says ‘No’ 19 Listen Paraphrase Acknowledge Ask better questions Agree Align with corporate objectives Sell risk avoidance Build a coalition of supporters
- 20. 1. Listen How to Innovate When Your Boss Says ‘No’ 20
- 21. How to Innovate When Your Boss Says ‘No’ 21
- 22. 1. Listen How to Innovate When Your Boss Says ‘No’ 22
- 23. 2. Paraphrase How to Innovate When Your Boss Says ‘No’ 23
- 24. 3. Acknowledge How to Innovate When Your Boss Says ‘No’ 24
- 25. 4. Ask How to Innovate When Your Boss Says ‘No’ 25
- 26. 5. Agree How to Innovate When Your Boss Says ‘No’ 26
- 27. 6. Align How to Innovate When Your Boss Says ‘No’ 27
- 28. 7. Risk How to Innovate When Your Boss Says ‘No’ 28
- 29. 8. Support How to Innovate When Your Boss Says ‘No’ 29
- 30. How to Innovate When Your Boss Says ‘No’ 30
- 31. How to Innovate When Your Boss Says ‘No’ 31
- 32. How to Innovate When Your Boss Says ‘No’ 32 Seven #FutureReady competencies in the age of the machines 1. Anticipating and serving evolving needs 2. Strategic and critical thinking and synthesizing intelligence to insight 3. Integration and collaboration 4. Communication 5. Leadership 6. Tech-savviness and data analytics 7. Functional and domain expertise
- 33. How to Innovate When Your Boss Says ‘No’ 33
- 34. How to Innovate When Your Boss Says ‘No’ 34
- 35. How to Innovate When Your Boss Says ‘No’ 35 “Humans should only do work that only humans can do.” Peter Sheahan
- 36. How to Innovate When Your Boss Says ‘No’ 36
- 37. 3. And if all else fails …
- 38. 1. Do it How to Innovate When Your Boss Says ‘No’ 38
- 39. How to Innovate When Your Boss Says ‘No’ 39 Questions?
- 41. Resources These are among the resources discussed during today’s presentation. Pre-Suasion: A Revolutionary Way to Influence and Persuade, by Robert Cialdini amzn.to/2Cz4usl When: The Scientific Secrets of Perfect Timing, by Dan Pink amzn.to/2NZ7vEj Getting Past No: Negotiating in Difficult Situations, by William Ury amzn.to/2NZ95WL Nine Ways to be Innovative When Your Boss Isn’t, by Paul Sloane bit.ly/2OMgEFO A More Beautiful Question: The Power of Inquiry to Spark Breakthrough Ideas, by Warren Berger amzn.to/2yqpIFW The Power of Moments: Why Certain Experiences Have Extraordinary Impact, by Chip and Dan Heath bit.ly/2ScSWk3
- 42. Resources The Future of the Professions: How Technology Will Transform the Work of Human Experts, by Richard and Daniel Susskind www.susskind.com The Fourth Industrial Revolution, by Klaus Schwab bit.ly/1qLrfzs The Industries Of The Future, by Alec Ross bit.ly/2fP8cnU Thank You For Being Late: An Optimist’s Guide to Thriving in the Age of Accelerations bit.ly/2hag0Rg What SMBs Want From Their Accountant, from The Sleeter Group bit.ly/2fCsvkc Welcome to the Fast Future, from CPA.com bit.ly/2gdHlBj CPA Horizons 2025, from the American Institute of CPAs bit.ly/1UEN1x2 Innovation Killers: How Financial Tools Destroy Your Capacity To Do New Things, by Clayton Christensen, Stephen P. Kaufman, and Willy Shih bit.ly/1JtBxfG These are among the resources discussed during today’s presentation.
- 43. Resources These are among the resources discussed during today’s presentation. Flash Foresight: How To See The Invisible And Do The Impossible, by Daniel Burrus bit.ly/1SOn7FG The Second Machine Age: Work, Progress And Prosperity In A Time of Brilliant Technologies, by Erik Brynjolfsson and Andrew McAfee www.SecondMachineAge.com The Future of Employment: How Susceptible Are Jobs To Computerization? by Carl Benedikt Frey and Michael Osborne bit.ly/1kre5T6 Audit 2025: The Future is Now, by KPMG bit.ly/2nLoT5Y Robots are coming to the accounting industry – here’s how to prepare, by Rachel Grimes read.bi/2ot47cB How Technology is Transforming the Audit, by Marc T. Macaulay bit.ly/2FBF4tH Melancon: CPA firms will be unrecognizable in 5-10 years, by Daniel Hood bit.ly/2l8qlyH Preparing Tomorrow’s Auditors For The Future Of Tech-Driven Accounting, by Russell Guthrie bit.ly/2HP8Z2b
- 44. How to Innovate When Your Boss Says ‘No’ 44 Connect with me MACPA’s blog: CPASuccess.com Facebook.com/BillSheridan LinkedIn.com/in/BillDSheridan Twitter.com/BillSheridan YouTube.com/BillSheridan SlideShare.net/BillSheridan Instagram: BDSheridan Download these slides: Slideshare.net/BillSheridan
- 45. How to Innovate When Your Boss Says ‘No’ Bill Sheridan, CAE Oct. 23, 2018
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- Exponential growth. In fact, a graph of exponential growth looks nothing like this.
- It looks like this. Gradual, then sudden.
- Stories like that are fun, but there’s a phenomenon happening in our world right now that’s exactly like the paper and the rice. It’s called Moore’s Law. Know what all of that means? It means that computers today are about 130,000 times more powerful that they were in 1988. That your iPhone 8 is WAY more powerful as Apple’s most powerful laptop was just a decade ago. That an iPad Mini is as powerful as the world’s biggest supercomputer was in 1985. We’re all carrying mainframes in our pockets. It means that everything and every job is changing – and not just changing, but transforming. (health care – diabetics and amputations – socks signal temperature changes in the foot, which can be a precursor to ulcers, which lead to amputation, and 50% of diabetics die within 2 years of a foot or leg amputation.) From Tom Peters’ book “The Excellence Dividend”: Proteus Digital Health makes an FDA-approved silicon chip the size of a grain of sand that is embedded into a safely digested pill that is swallowed. When the chip mixes with stomach acids, the processor is powered by the body’s electricity and transmits data to a patch worn on the skin. That patch, in turn, transmits data via Bluetooth to a mobile app, which then transmits the data to a central database where a health technician can verify if a patient has taken her or his medications. This is a bigger deal than it may seem. In 2012, it was estimated that people not taking their prescribed medications cost $258 billion in emergency room visits, hospitalization, and doctor visits. An average of 130,000 Americans die each year because they don’t follow their prescription regimens closely enough.
- And this is where the folks in the audience are, like …
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- Research by Nobel Prize winner Daniel Dahneman and Alan Krueger, who served as chairman of the White House Council of Economic Advisors. It’s called the “Day Reconstruction Method.” — People feel increasingly happy throughout the morning, less happy in the afternoon, and happier again in the evening — People feel increasingly warm toward others throughout the morning, less warm in the afternoon, and warmer again in the evening. — People enjoy themselves more as the morning unfolds, enjoy themselves less in the afternoon, and being enjoying themselves again in the evening. EXAMPLES: -- Three business school professors analyzed more than 26,000 earnings calls from more than 2,100 public companies over six and a half years. Calls held firs thing in the morning turned out to be reasonably upbeat and positive. But as the day progressed, the tone grew more negative and less resolute. Around lunchtime, mood rebounded slightly … but in the afternoon, negativity deepened again, with mood recovering only after the market’s closing bell. And shares declined in response to negative tone. -- Decisions made by judges: Early in the day, judges ruled in favor of prisoners about 65 percent of the time -- granting the prisoner parole or allowing him to remove an ankle monitor, for example. But as the morning wore on, that rate declined. And by late morning, their favorable rulings dropped to nearly zero. So a prisoner slotted for a 9 a.m. hearing was likely to get parole while one slotted for 11:45 a.m. had essentially no chance at. Immediately after a first break for lunch, though, the judges become more forgiving — more willing to deviate from the default — only to sink into a more hard-line attitude after a few hours. After another break in the afternoon, they become more forgiving.
- CAVE = Colleagues Against Virtually Everythinfg
- In other words, we’re in the bridge-building business here. And how do we do that?
- Suprisingly – or not – there’s an awful lot of negotiation involved. So how do you successfully negotiate?
- “Listening to someone may be the cheapest concession you can make. We all feel a deep need to be understood. By satisfying that need, you can help turn the negotiation around. … Once you have heard the other person out, they will most likely become less reactive, more rational, and more responsive to problem-solving negotiation.” Usually, when we listen, the focus is on US. It should be on THEM. Actually listening, instead of just waiting to respond. That requires focus on what the other person is saying.
- “Listening to someone may be the cheapest concession you can make. We all feel a deep need to be understood. By satisfying that need, you can help turn the negotiation around. … Once you have heard the other person out, they will most likely become less reactive, more rational, and more responsive to problem-solving negotiation.” Usually, when we listen, the focus is on US. It should be on THEM. Actually listening, instead of just waiting to respond. That requires focus on what the other person is saying.
- “Listening to someone may be the cheapest concession you can make. We all feel a deep need to be understood. By satisfying that need, you can help turn the negotiation around. … Once you have heard the other person out, they will most likely become less reactive, more rational, and more responsive to problem-solving negotiation.” Usually, when we listen, the focus is on US. It should be on THEM. Actually listening, instead of just waiting to respond. That requires focus on what the other person is saying.
- Paraphrase: “This is what I think I heard you say. Am I correct?” And remember to retain their point of view.
- Acknowledge their point. Don’t get defensive, don’t argue it. Acknowledge it. “Acknowledging the other person’s point does not mean that you agree with it. It means that you accept as one valid point of view among others. It sends the message: ‘I can see how you see things.’” Acknowledge their feelings. Don’t ignore their emotions. Attacks or stonewalling or “No” is often built on a foundation of anger or fear. And until you difuse those emotions, your reasonable argument will fall on deaf ears. “I understand how you feel. If I were in your shoes, I’d probably feel the same way.” And don’t forget the person – their authority and competence. Simple phrases like “You’re the boss” and “I respect your authority” and “I’ve been told you’re the most knowledgeable person on this issue” go a long way.
- Specifically, ask problem-solving questions. Here are a few: Ask “Why?” Every why peels back another layer of the onion until you finally get to the heart of the matter. Example: Janitor and his purpose. “Why do you clean hospital rooms?” “Because my boss tells me to.” “Why does that matter?” “Because it keeps the rooms from getting dirty.” ”Why does that matter?” “Because it makes the rooms more sanitary and more pleasant.” “Why does that matter?” “Because it keeps the patients healthy and happy.” (From “The Power of Moments,” by Chip and Dan Heath.) Ask “Why Not?” If asking “Why?” doesn’t work, try asking “Why not.” Propose an option and ask, “Why not do it this way?” Their answers will often reveal a lot about their own interests, which you can address in turn. Ask “What if?” This helps introduce solutions without challenging their position. “What if we were to try this instead?” Or, “What if I can help you show the board how doing this will positively impact the bottom line?” Ask for their advice. “What would you suggest that I do?” “What do you think my next steps should be?” It flatters them and puts them in charge while giving you a chance to educate them about your position. Make your questions open-ended. Instead of asking, “Can’t the policy be changed?” ask, “What’s the purpose of that policy?” or “How would you advise me to proceed?”
- Agree whenever you can. It’s hard to attack someone who agrees with you, isn’t it? Agree without conceding. Simply focus on what you can agree on. Story of an American senator to his staff: “If my constituent says something you disagree with 99 percent, I want you to say, ‘I agree with you,’ and focus on the 1 percent of agreement. And look for EVERY opportunity to agree. Accumulate Yeses – as many as you can. That means saying yes as often as you can. It also means trying to GET as many yeses as possible. If your boss says, “Your proposal is completely unrealistic,” respond with something to this effect: “Are you saying you don’t see how my proposal can possibly work – is that what you mean?” If they respond with Yes, you’ve opened a door to explain how it CAN work. ”The yes transforms an antagonistic argument into the beginning of a reasoned dialogue. Each yes you elicit from the other side further reduces tension. As you accumulate agreement, even if only on what they are saying, you create an atmosphere in which they are more likely to say yes to a substantive proposal.” And agreement can be non-verbal, tool. If they lean on an elbow, lean on yours. If they speak in a low voice, lower your voice, too. Almost unconsciously, they align themselves with you and communicate more effectively. It says, ”I’m like you.” It’s called “mirroring,” and it helps establish rapport, and increase emphathy. It’s a powerful tool.
- It will help if you can show that your idea fits with current corporate objectives. Show clearly that the suggestion will benefit the larger organization. What’s the mission of your organization? MACPA = future-ready.
- If your boss is risk-averse, sell risk avoidance. Sell the benefits of the idea and try to match them to his needs and priorities. Show that you have thought about the risks, costs and downsides. If your boss if risk averse then stress the risks of not implementing the idea. “If we don’t seize this opportunity now, other departments could step in ahead of us and gain an advantage.” Daniel Burrus: ”If it can be done, it will be done … and if you don’t do it, someone else will.” RONI.
- With some ideas it is better to gain some initial support before asking for approval. Who do you need on your side to help push the idea through? Have a chat with them first. “I checked with Betty in IT and with Bob in HR and they agreed that we can resource this if it is approved.”
- In a period of rapid change and increasing complexity, the winners are going to be the people who can LEARN faster than the rate of CHANGE and faster than their COMPETITION.
- In a period of rapid change and increasing complexity, the winners are going to be the people who can LEARN faster than the rate of CHANGE and faster than their COMPETITION.
- In a period of rapid change and increasing complexity, the winners are going to be the people who can LEARN faster than the rate of CHANGE and faster than their COMPETITION.
- The good news is, we’re starting to see more and more resources being developed specifically to deliver these types of competencies for accounting and finance professionals. One is Daniel Burrus’s own Anticipatory Organization. The Business Learning Institute worked with Burrus to create a version of his Anticipatory Organization learning platform specifically for accounting and finance pros. That’s available now and is becoming extremely popular in the profession. Another is IBM’s Big Data University. It’s an online curriculum designed to help accounting and finance pros learn key skills in artificial intelligence, Big Data, and cognitive computing. And based on what we’ve been talking about today, these skills are going to be huge differentiators going forward, and will help CPAs play a bigger role in guiding digital transformation within their organizations.
- Sage is another one working on this stuff. They’ve built what they call the 7 Pillars of Learning, or the 7 Cs. These are the things they say you need to know going forward. No. 1, core beliefs: Establishing your mission, vision, and values will determine how you lead. Next up is context: This is all about identifying trends. Exploring the landscape so that you can better predict your organization’s future. The third pillar is culture: This is defining who you are as an organization. The idea here is that your future journey is defined by the behavior you encourage, teach, and reward. No. 4 is common language: Communication is key. Using a common language to create a strong internal and external identity and brand for your organization. No. 5, competencies and competence: These skills we’ll need to succeed in the age of automation, and those skills are changing. No. 6, our colleagues: The key to your success is surrounding yourself with great people. It’s really as simple as that. Gaining a competitive advantage starts with finding great people to help you work on it. And finally, No. 7, collaborative systems: The idea here is that the technology you use going forward can really be the difference between getting ahead and staying behind. The folks at Sage would tell you that these pillars are interconnected and work seamlessly to help future-ready firms identify and capitalize on their next competitive advantage.
- This is the ultimate act of confidence and bravado. Do it in your own time as a ‘skunk works’ project and then you can demonstrate the prototype to garner support. Present it as a fait accompli and boldly shrug off any notions that it needed prior approval.
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