“What problem are we trying to solve?”
With those seven words, the commanding general drove a stake through the heart of an initiative that had consumed countless hours of work time and produced nothing remotely tangible, but was the pride and joy of the senior civilian executive who launched it. Over the course of the previous six months, we’d endured lengthy workshops, hours and hours of mandatory training, and managed the backlash from sensible people who saw the senselessness in it all.
From the outset, the initiative was a solution in search of a problem. Intended to track and document how the workforce utilized their time during the day, the initiative required every worker to record to the minute how much time they expended on various tasks. On the surface, it briefed well: a system that would provide a better understanding of employee and workplace efficiency. In practice, however, it was hot mess. Personnel usually spent a couple of hours each day logging into the system and recording their work efforts. Time that could have been spent on more important tasks. Time that was desperately in short supply. Time that was lost.
When the collective impact of the initiative finally took a toll on our ability to complete the myriad tasks levied on us by our higher headquarters, the boss had heard—and seen—enough. His question reined in the good idea fairy once and for all.
Step #1 – ASK THE RIGHT QUESTIONS
A good idea fairy is a necessary evil in any organization. In many cases, creative, out-of-the-box thinking produces innovation on a level that transcends anything achievable through standard project teams and working groups. However, not all good idea fairies are equal. Some produce more chaos and confusion than solutions, distract us from higher priority efforts, and consume valuable resources in pursuit of less-than-meaningful solutions.
Idea fairies—good and bad—like to dance. They have an idea, and they want to share it, sell it, and put it to work. That’s where engaged leadership is so important. Good leaders ask good questions. All it takes is a few simple questions to distinguish a really good idea from one that might need to be honed a bit more.
What problem are you trying to solve?
The most basic question you can ask anyone. This is also when the dance (of the good idea fairy) begins. It’s a simple question and should produce a simple answer. It’s not a Texas two-step.
What’s the so what?
Is the problem so significant that it needs to be solved? Some problems are mere annoyances that will fix themselves over time. Some solutions only offer iterative approaches to problem solving. The “so what” has to be significant enough to warrant the time and energy invested.
Are you solving the right problem?
We’re really good at solving problems, but maybe not so good at identifying the right problem to solve. People tend to fixate on the symptoms of the root problem and treat those, rather than spend the time and effort to devise a solution that actually addresses the core issues.
What’s the return on investment?
Every good idea inevitably requires an investment of resources: time, money, effort, facilities, etc. Is it worth it? Or are you merely rearranging the deck chairs on the Titanic?
What does right look like?
When all is said and done, what does right look like? Will the idea actually produce a meaningful and lasting solution? If so, the good idea fairy should be able to describe it in a compelling narrative. If not, they haven’t sufficiently thought it through.
Step # 2 – TELL IT LIKE IT IS
But even the best leaders will still contend with bad ideas that won’t seem to go away, as well as mediocre ideas that really won’t achieve that much. The longer you allow a less-than-optimal idea to linger, the more others will pay the price and the more effort will be diverted from your priorities. Rather than give a persistent good idea fairy the opportunity to agitate for an idea that isn’t all that good, extend a little much-needed feedback early in the process. There’s no guarantee that that will dissuade the determined good idea fairy, but it’s a necessary part of the process.
It’s not really a good idea.
There’s an old saying: “If it’s stupid, but it works, it’s not stupid.” That’s not always true. In fact, the Darwin Awards are built on the premise that stupid ideas are exactly what we think they are. Stupid.
It’s not even a big idea.
Ideas that only offer iterative improvements to the status quo aren’t big ideas, and they’re usually not worth the effort necessary to implement them. A truly big idea will come with the promise of big change, recognizable improvements that offer a measurable return on the investment.
It’s a solution in search of a problem.
This problem is more common than most people realize. Someone has a bright idea, but it’s just that: an idea. It doesn’t present any solutions to existing problems or expends limited resources without achieving any noticeable gains.
It’s not even a solution.
The only thing worse than a solution in search of a problem is a good idea that doesn’t even offer a solution. That’s why asking the “so what” is so important. If a good idea fairy can’t even answer that question, then there’s no reason to waste any time with the idea.
Nobody cares.
If a good idea can’t gain traction, it’s doomed to fail. It doesn’t matter how good an idea the person pushing it thinks it is, if no one cares it’s dead on arrival. Just let it go.
Ultimately, a good idea fairy isn’t a bad thing. It’s a reflection of the creative spirit alive in your organization. You want to nurture that while at the same time providing some healthy boundaries for the innovation that follows to thrive. It is, as we like to say, a leadership challenge. You want to tame the good idea fairy, not kill it. Ask the right questions, then give good feedback. It’s that simple.
