Steve Cody is the founder & CEO of Peppercomm, a strategic communications firm and one of Crain’s Best Places to Work in NYC.
What did the Luddites, BlackBerry’s founders and Blockbuster’s C-suite all have in common?
I believe they said, “Yes, but . . .” to either embracing or adapting to changing technology.
The Luddites were a group of textile workers in 19th-century England led by a fictitious figure named General Ned Ludd. The group opposed the introduction of Industrial Revolution machinery to their mills and factories, and the word “Luddite” remains with us today as a synonym for someone who opposes fresh thinking and change.
BlackBerry, a company that controlled more than 40% of the mobile device market in 2010, stuck to its proprietary operating system and functionality as Apple and Android disrupted the market with touchscreens. Within three years, BlackBerry lost almost its entire market share.
As for Blockbuster, in 2000, the company had the opportunity to buy a struggling business called Netflix but turned down the deal. Four years later, Blockbuster hit its peak with some 9,000 retail stores worldwide, but by 2010, Blockbuster’s stock was delisted from the New York Stock Exchange and the company filed for bankruptcy. Now, the company has one Blockbuster store still standing.
While there were myriad macro issues surrounding BlackBerry and Blockbuster, from my perspective, the executives (as well as Ned Ludd and his buds) all practiced a “Yes, but . . .” approach to change. Unfortunately, I’ve found “Yes, but . . .” is a major roadblock on the road to innovation.
Whenever an organization’s decision-makers meet to develop a strategic plan for the future or are simply brainstorming ways to improve customer experience, various ideas will be introduced and evaluated. In too many organizations, there is always someone who says, “Yes, but that would upset shareholders,” or, “Yes, but we’d have to downsize workers to free up investment capital,” or my personal favorite, “Yes, but that’s too risky.”
Embrace a ‘Yes, and . . .’ mentality.
My firm has been training employees and client organizations alike in the art and science of stand-up and improvisational comedy for more than 15 years. Both have had a dramatic impact on everything from enhanced morale and retention to crisp, clear storytelling and, critically, innovation, imagination and outflanking the competition. The concept of “Yes, and . . .” has been the real game-changer for us.
The “Yes, and . . .” improvisational exercise is simple, intuitive and surprisingly easy to embed in your organization’s mindset. It begins with having someone suggest an idea. Let’s say you’re hoping to create the world’s next great widget, and a team member named Dhani begins the brainstorming session by saying, “I think we not only need something new but, based on the economy, it also has to be low-priced.”
Their colleague, who we’ll call Sal, is next in line to weigh in. The top rule of thumb of this exercise is that he cannot reject Dhani’s premise. For example, he can not respond with, “Yes, but that would undermine market share for our higher-priced widgets. We would cannibalize ourselves.”
Instead, Sal has to actively listen to Dhani’s idea, accept it and add to it. One potential response could be, “Yes, and our customers really care about sustainability, so that will make or break the product.”
Another team member, let’s call them Khalil, could build on the momentum by accepting both ideas and adding, “Yes, and I already have a distributor lined up who is launching a new suite of sustainable products, so this could fit in perfectly for them.”
The exercise continues until your team has arrived at a strategy or product that is ready to be tested or tossed out, like when you discover your direct competitor just announced a carbon copy of your big idea, for instance. (Hey, life can be tough.)
In short, the “Yes, and . . .” concept is all about being open-minded and creative, embracing what’s possible, building on your colleagues’ ideas and adding value to them at every step. It’s the polar opposite of what happens in so many organizations where people look for reasons why a new idea can’t work.
By embracing a “Yes, and . . .” approach to ideation, you can reap countless rewards that benefit every part of your organization and help better position you for the uncertainty of tomorrow.
Final Thoughts
Let’s face it: Business conditions are becoming more challenging. Over the first half of 2023, the number of U.S. companies filing for Chapter 11 bankruptcy was up 68% over the same period in 2022. Among small businesses, the number filing for Subchapter V bankruptcy increased by 55%. I’d be willing to bet a “Yes, but . . .” philosophy turned many of those entrepreneurial dreams into absolute nightmares.
So, wake up before it’s too late, and say, “Yes, and . . .” to a “Yes, and . . .” mentality. I’m sure you don’t want to look in the mirror tomorrow morning and see Ned Ludd staring back at you.
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