Peter Winick explains why clients resist change: they may see your modest improvements as radical based on their risk tolerance and current practices. Offer small wins first to let them taste success without big commitment.
Hi there, it's Peter Winick. I'm the founder and CEO at Thought Leadership Leverage, and here's the idea that I'd like to share with you today, and that's this: is your work perceived by your clients or your prospects as incremental or radical? Let me, let me break this apart for a little bit. Sometimes your ideas might be perceived as radical, and that's a relative term. We're not saying, you know, take over the world or, you know, do something really extreme in the traditional sense of radical, but Radical relative to where that client is, their risk tolerance, what they're used to, the ripple effect that your work might take on in their organization if they embrace it, versus incremental, just a tiny improvement, a little bit better than the way they currently do things. How is it positioned and how is it perceived? Although you might think of your work as being just an incremental change to the organization, they might perceive taking on this way of thinking as radical. And that scares people. So think about how folks are perceiving it. Are they perceiving something as radical that's really incremental? And if they are, how do you sort of take it down a couple notches? Give them just, you know, a small taste of success, a low-risk way to embrace your thinking that would help them do what they do better. Anyway, love to hear your thoughts.
