People Judge You First, Then Your Idea
Your boss doesn’t need life complicating. He’s under pressure. She’s busy. He’sgot deadlines. She has objectives. Your manager has a family. A schedule. Yourboss has a boss. Head honchos who are stressed, busy, hit by deadlines, andunder pressure to meet objectives. You want them to say ‘yes’ to your idea. But,it’s always going to be easier to say ‘no’.
Only about 1% of proposed ideas are ever accepted. Strangers make most of thedecisions about whether to develop your insight. People who don’t know you canreject your genius concept. They don’t know the way you think. They don’t carewhat your idea has cost you in blood, sweat and tears.They will judge you
It’s a mistake to assume otherwise. There are severalreasons people judge the messenger before the message. Innovative proposalsare uncertain. They are unproven and trying them in the market is the only way of testing them out. Often, the component parts of a breakthrough idea useknowledge at the cutting edge. The person assessing your idea doesn’t have thenecessary expertise to judge the future because no one does. If they can trust themessenger, they can trust the message.
– Potential backers want to know whether you can come upwith workable ideas. Take the time to think through the obvious weaknesses inyour concept and get tough-but-fair reviewers to look at the idea before youpitch. Just as important, they want to know that you are the
kind of person
that they think can come up with workable ideas – and implement them. Isthis idea actionable? What can we
with this idea? Can this person make thisidea work? Your potential supporter may not even understand the details of the idea but if they believe in your ability to deliver the promised benefits thenthey can proceed. The more radical the idea is the more backers will want theidea proposer to know how to deliver.
– People make assumptions about “good ideas” people.Are you a professional who combines creativity with production knowhow?Are you quirky and unpolished preferring creativity to reality? Or do youappear young, inexperienced and naïve? Each of these stereotypes canconvince people to back an idea - they all bring something that is necessary tosuccessful innovation
they all encourage the backer to get involved. Aprofessional needs cash and a partner. Quirky people need steady teams. The