If there is one word that drives passionate individuals absolutely bonkers, it is quite simply “no”. For some reason, receiving such a response often transcends all rational thought beyond the topic in question and automatically sparks a fight or flight (usually fight) response. We experience an unhealthy transition from offense to defense, protecting whatever concept has piqued our interest at all costs. As we enter max protection mode, we lose the character and creativity necessary to encourage others to accompany us down the path of progress. Sadly, some of our greatest ideas will end up being sabotaged not by those two letters, but by our response to them. When we find ourselves on the receiving end of a denial, we must control our reactions and consider our role in their application.
Let’s be clear from the onset, nobody actually wants to hear no. However, at some point we all actually need to hear it! So, instead of jumping to conclusions like the entitled, spoiled brats we all seem to despise, let’s consider some of the things we need to know in these situations:
Audience
Who did we present the idea too? If we don’t consider the background, education, experience, and interests of those we are proposing too, we have probably already lost the battle. We need to know what gets them going, but more importantly what will definitely shut them down.
Is this our first time with this audience or have we had previous encounters? Using our past experience of what has worked with the audience and what has not will prevent us from slamming our head on the proverbial brick wall while simultaneously demonstrating we are adaptable and have considered their point of view.
Who are they influenced by? Sometimes it is just us that is the problem. Some people will shoot anything down because of the messenger. One of the easiest ways to tackle a tough crowd is to get someone on board who has influence with them, and allow them to sell your product.
Department/District
What is our vision and mission? Obviously, the first step into any successful change is being able to tie it to what we do, even if it may challenge the current set of values that are in place. If we aren’t prepared to expand on something beyond the fact that we “like it”, we better be prepared to fail!
Will this cost money? Money is the second fastest way to see an idea shot down, no matter how earth shattering it may be. Take some time to learn about your budget, the costs involved with your idea, and any resources that may already be in place to make it happen. Don’t throw a funding option out there if we don’t know how it works. Grants come to mind, but most don’t know what that process entails! Maybe we don’t tackle funding, but instead demonstrate where an investment will save money in the long run or how much less this will cost then what is currently in place. Don’t forget, time and resources are just as valuable as cash and should be considered as well.
What would change across the department entail? Even the smallest of changes can result in a huge undertaking. Something as small as adopting a new hose load can require lots of time and resources depending on the logistics of the department. No matter how much better the stretch is, a six-month training program to achieve it is going to require some serious justification. Operational changes may also require training with other response partners such as aid departments, law enforcement, and EMS. Be proactive and have a plan of implementation. It may not be “the” plan, but it takes out some of the guess work and shows you have considered more than just the idea.
Does it fit the district? A good idea is only good if it applies. There are many great strategies and tactics out there that simply don’t directly translate to Any Fire Department, U.S.A. Do the work on the front end to show how this idea will work for our department, even if it requires adjustment from what is being marketed to the bigger fire service. For tactical changes include examples of specific hazards or locations that validate or justify the concept. This includes testing our ideas in the district, not just the firehouse. For administrative proposals, be able to demonstrate there is an existing deficiency. Show where what we currently do slows us down, is inefficient, wastes money, eats up time, or ultimately has a negative impact on service.
How are external shareholders impacted? Not every change will have an impact outside the walls of the firehouse, but many do. A great way to move something forward it to tie it back to the community. Get out and talk to civic groups and citizens. Use their input and feedback to bolster your position or demonstrate adjustments made because of it. Show that the proposal might be yours, but isn’t about you. There are plenty of unintended consequences with any plan. Eliminate the ones that will thwart our efforts, but capitalize on the ones that support them!
Do we have data to reference? Sometimes the numbers just don’t lie. We collect so much information these days, but often fail to use it. Pull the data, sort it, and analyze it! If it validates our position, use it. If it contradicts our position, go back to the drawing board. If it is neutral, at least we can show it was considered!
Self
What is our bias? We are all swayed to our preference. We must ensure we have considered the other side of the coin. If we are unable to differentiate facts from favorites, we risk overlooking necessary compromise at the expense of progress. Stick to the idea, not our version of what it looks like. Remember, we are after outcomes, not accolades.
What are our blind spots? We all have things we don’t know that we don’t know. Do some research. Consult colleagues, peers, and mentors. Make sure we study the topic in depth instead of acting solely on instinct or emotions. Slowing down is often the hardest thing to do and the easiest way to fail. It is also our main blind spot in our ventures.
What are our strengths and weakness? If we don’t understand ourselves, we can’t expect someone else to. Although passion, commitment, and energy are usually our strengths, we usually also possess the weaknesses of being too impatient, aggressive, and inflexible. We have to understand what makes us tick to avoid the things that will turn others off and capitalize on what they relate to. This knowledge comes from introspection and seeking feedback from those who refute us.
Like many of you, I have allowed hearing no to completely discourage me over the years. However, as I have grown, I have realized that to be a part of the conversation, my thought process had to evolve beyond a perceived problem accompanied by my choice of a solution, then walking away. Having a seat at the decision-making table means we are going to have to pay the price of admission. We cannot feel that seeing the bigger picture is not in our job description while simultaneously thinking that proposing and implementing change at the department level is.
We must accept that not every denial is personal. Not every idea we have is not gold. Every disagreement, dispute, and indifference we face is not an attack on our way of life. When we treat rejections as such, we fuel the fire of dissent as we lose control of the very emotion that pushes us to better in the first place. The word no can either drive us to evolve or put us one step closer to the path of complacency and mediocrity. The areas of focus above are just a few of many considerations we need to make when trying to figure out why something we have presented as been denied. Although we will certainly experience no’s that are unjustified, quite often no simply means knowing what we didn’t know…
Comentários