Implementation Genius™
What makes some leaders highly effective?
For 40+ years, we’ve been studying what sets apart the average “leader” from those who can get things done, funded, approved, and implemented. We call these individuals “Implementation Geniuses” (it’s not their intellect that is genius).
What makes Implementation Geniuses so effective might shock you…
Unlike the average manager, an Implementation Genius can lead a team (and community at large) through the toughest situations, biggest controversies, and even disasters – all the while gaining credibility, respect, and appreciation – especially from opponents!
We were surprised to discover these highly effective professionals:
- Were rarely charismatic
- Are almost always introverts
- Not particularly good at drumming up support for their plans and projects
- They work LESS at gaining support, if at all!
- Dislike speaking in front of crowds and cameras
- Have a sense of what any conflict or controversy is really about
- Some are very young and inexperienced, others have decades of experience
- Are stubborn, determined, and brutally honest
- Consider everything negotiable – with ONE exception, they won’t budge on
- Not particularly high-ranking within their organization
- Some are seen as “leaders”, others as “followers”
- None are “yes-men”
- Are able to accomplish the “impossible” without a lot of money or publicity
In a matter of days, rather than decades, we can share with you what we’ve observed and learned about Implementation Geniuses – and guide you to become one yourself.
Too many public professionals are stuck in a web of (mutal) frustration and ineffectiveness. The very public they serve doesn’t understand, appreciate, or even trust teams of experts working on their behalf.
Dealing with a public that’s angry, hostile, and willing to take any means necessary to shelve, stall, and stop the plans technical analysts (engineers, biologists, economists, planners, and other experts) is becoming an everyday experience – making public-sector work increasingly challenging at best and at times personally risky.
None of this is new… but it is becoming the norm.
In spite of the pitfalls, Implementation Geniuses get the most polarized publics to adopt, fund and implement their recommendations.
A word of caution – don’t assume you know what it takes to become one of these highly effective professionals… It’s probably NOT what you’d expect.
For example, Implementation Geniuses
- DON’T work longer, harder, or smarter on their technical analyses
- DON’T bother reorganizing, reinventing or re-engineering themselves
- DON’T try to be liked by policymakers or stakeholders
- DON’T worry about “buy-in” from key interests
- DON’T aim for consensus
- DON’T worry about optics, the latest social platforms, or improving their PR status
If you’re motivated to become highly effective and an Implementation Genius (in a world full of frustrated experts who are just trying to hang in there) – you’re going to have to do some things differently. And that, is the basis of our Dealing with NIMBY using SDIC: the Systematic Development of Informed Consent™ course.
What Implementation Geniuses do is NOT rocket-science. But that doesn’t make it easy.
To be as effective, credible and successful as them you need:
- GUTS. It takes courage to be brutally honest, and that’s what it takes to build trust.
- Clarity and commitment – which will (practically) immunize you from attacks, political gamesmanship, and controversy.
- Grit and determination. Just because you fail to be understood today, doesn’t mean you won’t get through tomorrow.
When you’ve tried explaining your technical work only to see if erode the public’s trust – you might be ready learn more about an approach that we have yet to see fail – SDIC – the Systematic Development of Informed Consent®.