Executives don’t resist change because they hate innovation. They resist it because they don’t yet feel the urgency.
If you’re pitching a disruptive idea and leadership isn’t biting, the problem isn’t the idea—it’s how they perceive the risk of inaction.
Relatable Problem: You’re introducing a disruptive idea, but leadership is responding with “Let’s wait and see.”
Ugh. More analysis paralysis. More timid middle managers who are waiting out their next promotion and don’t want to rock the boat. A lack of courage by a leader overwhelmed by competing priorities.
Pro Tip: Use the Future Shock Method to make them feel the cost of doing nothing:
- Describe the industry shift that’s already happening. (Don’t say “this might happen”—show proof that it is happening.)
- Paint a picture of what will happen if they wait too long. (What major risks will they face?)
- Show how early adopters are already winning. (Make the fear of missing out real.)
- Introduce your idea as the solution—but frame it as a “window of opportunity.”
Example:
An energy company PM pitching a shift to renewable microgrids didn’t just talk about sustainability.
He started with this:
“In 2012, Blockbuster executives said, ‘Streaming will never replace DVDs.’ By 2015, they were bankrupt. Right now, utilities that aren’t investing in microgrids are making the same mistake. Demand for decentralized energy is growing 30% year over year. Smart utilities in other regions are already seeing big gains, greater stability and a huge return on their sustainability goals.”If we don’t move now, we’ll be playing catch-up instead of leading the market.”
At that moment, leadership felt the cost of waiting.
Shoot some cortisol and adrenaline into the discussion to generate movement in decision making.
If they don’t feel urgency, they won’t act. Make them see the risk—before it’s too late.