It only took a few days for the people's actions and words to be heard -- and Jimmy Kimmel was reinstated. We went after the money: massive subscriber cancellations at Hulu and Disney. We hit them hard and it got their attention. When we mobilize, the tide turns. Pause and think about this.
I'd like to add something I learned about the decision process from a client years ago.
Make a triangle and divide it into three by two horizontal lines. You now have three segments. The small triangle at the top is the Decision Maker. The largest segment at the bottom is the Implementers. The critical, often overlooked segment in the middle is the Indirects.
We argue with the Implementers (ICE agents, etc.) and try to target the Decision Maker. But when we can identify an Indirect, we have another potential leverage point. The Indirects aren't necessarily in the chain of command! It might be that the CFO relies on his old college roommate as a sounding board. It might be that a the CEO serves on another Board with an influential peer -- and you happen to have access to that peer. Most decision-makers have a spouse.
Example: The Challenger disaster, 1986, and the investigation. Committee member and astronaut Sally Ride slipped an internal memo about the O-rings to fellow committee member General Donald Kutyna. He invited Richard Feynman to dinner, and as they were outside looking at the old car the General was working on, he mused, "The rings leak in cold weather. I wonder if the O-rings might do the same?"
We all must work on the media, the chain of command, and corporations loyal to the bottom line, but sometimes there's also an Indirect who can help!
It only took a few days for the people's actions and words to be heard -- and Jimmy Kimmel was reinstated. We went after the money: massive subscriber cancellations at Hulu and Disney. We hit them hard and it got their attention. When we mobilize, the tide turns. Pause and think about this.
Lots of good stuff in this- thank you. You always deliver a good kick to keep me motivated!
I'd like to add something I learned about the decision process from a client years ago.
Make a triangle and divide it into three by two horizontal lines. You now have three segments. The small triangle at the top is the Decision Maker. The largest segment at the bottom is the Implementers. The critical, often overlooked segment in the middle is the Indirects.
We argue with the Implementers (ICE agents, etc.) and try to target the Decision Maker. But when we can identify an Indirect, we have another potential leverage point. The Indirects aren't necessarily in the chain of command! It might be that the CFO relies on his old college roommate as a sounding board. It might be that a the CEO serves on another Board with an influential peer -- and you happen to have access to that peer. Most decision-makers have a spouse.
Example: The Challenger disaster, 1986, and the investigation. Committee member and astronaut Sally Ride slipped an internal memo about the O-rings to fellow committee member General Donald Kutyna. He invited Richard Feynman to dinner, and as they were outside looking at the old car the General was working on, he mused, "The rings leak in cold weather. I wonder if the O-rings might do the same?"
We all must work on the media, the chain of command, and corporations loyal to the bottom line, but sometimes there's also an Indirect who can help!