Be the Underdog #5 – Implementing "Big Ideas" as an Underdog Leader

In chapter 4 of the God of the Underdogs book, we talk about how John the Baptist’s dream was radical and out there. After all, John was a preacher’s kid who wanted to do ministry in a different way than the generations before him. As underdog leaders, we can probably relate. I’m sure each of us have had a dream at some point in our leadership journey that we’ve thought was crazy, out there and scary big. As leaders, knowing how to process our “big ideas” when they come is more important than ever. Here’s…

3 Thoughts on What to do with “Big Ideas”:

1. Create a safe place to fly your dreams with no fear of them shattering.

When dreams and ideas are first born, they are fragile and great care is needed lest they be shattered too early. Much like bringing home a new baby from the hospital or a new TV from the electronics store. For the first few weeks, it is right that everyone is very cautious and careful around it. A lot of great ideas have been shattered prematurely because they were exposed in the wrong environment too soon.

The organizations that innovate the best are the ones who create a space in their structure where every so often dreams and big ideas can be talked about, dreamed about and brought up with no fear of anyone shooting them down. Creative visionary leaders are prone to have big ideas all the time. Wise is the team who creates a space for an hour or two a month where a leader can dream with their team and know that the dream isn’t going to get picked a part too soon.

2. Get 3 Boxes to put your ideas in: “No, Now or Later.”

A few years ago I read a book called, “Making the Noise Go Away” by Larry Linne. In it he talks about how to manage a leader who has more ideas than he knows what to do with. He recommends creating 3 “boxes” or lists for ideas a creative leader dreams up.

No, Now and Later.

The “NO” box basically says, “That’s a fun idea, but it doesn’t fit our vision and mission and never will.” So we can talk about it all you want but at the end of it all, the answer is going to be “No.” For example, having a Day Care in our church is a “No” idea. It’s not a bad idea, it just doesn’t fit our vision. So if I ever wander into my team’s office and starting dreaming about a Day Care, they will put it in the “No” box pretty quick.

The “Now” box is reserved for those ideas that we believe are so time-sensitive, mission critical and divine that they must be implemented “Now.” In which case, the idea will immediately be brought into the next team meeting, dissected and implementation will begin. As an organization grows, there are fewer and fewer ideas that are “Right Now” ideas. But it does happen. If a leader has “Right Now” ideas all the time, they will inadvertently create a skittish and non committal leadership culture because leaders will not commit to projects long-term for fear of them being called off for “the next big thing.” Leaders should guard the “Now” box carefully.

The 3rd box is the “Later” box. When a big idea emerges that fits the vision of the organization, then most of the time it will be put into this box. Then, every few months or so, the “Later” box or list is brought out (at an off-site type environment) and all of the “Later” ideas are examined by the team and the 2 or 3 best are then implemented in the next season.

3. Be realistic without losing your optimistic spirit.

As a creative, visionary leader, I understand how the realism of the team can deflate the enthusiasm of a good idea every now and then. If we’re going to lead like an underdog, then we cannot allow our team’s realistic perspectives on our big ideas to deflate our excitement about them. After all, it’s our excitement and belief in a big idea that will ultimately see it come to pass. And it is our team’s attention to what’s best for the organization that will ultimately make the big idea work.

New and fresh ideas are the life-blood of any organization. Underdog leaders know how and where to put them to make the greatest amount of impact with them over the long haul.