How to Turn “Too Many Ideas” Into Better Ideas You Can Use

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If you’re like most people who attended ATD23, you brought back more ideas than you can use (at least all at once). If you want to turn “too many ideas” into “ideas you can use,” this article is for you.

If you’re like most people who attended ATD23, you brought back more ideas than you can use (at least all at once). If you want to turn “too many ideas” into “ideas you can use,” this article is for you.

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Have you ever felt like this?

Have you ever felt like this?

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Dear Karin and David,

Dear Karin and David,

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The Own the U.G.L.Y. exercise we did at your ATD networking session was a great way to quickly get innovative thinking into the room. And I’ve got to tell you, it kind of scares me to take this back to my organization. We don’t need more ideas for (or on) my learning team—we have too many ideas! Our team’s full of creative thinkers. And our internal clients are what you refer to in Courageous Cultures as Idea Grenadiers, always coming up with ideas for us to implement on top of what we’re already doing. What we really need is FOCUSED EXECUTION. How can I use your process without stirring up several ideas we can’t use? #AskingForAFriend

The Own the U.G.L.Y. exercise we did at your ATD networking session was a great way to quickly get innovative thinking into the room. And I’ve got to tell you, it kind of scares me to take this back to my organization. We don’t need more ideas for (or on) my learning team—we have too many ideas! Our team’s full of creative thinkers. And our internal clients are what you refer to in Courageous Cultures as Idea Grenadiers, always coming up with ideas for us to implement on top of what we’re already doing. What we really need is FOCUSED EXECUTION. How can I use your process without stirring up several ideas we can’t use? #AskingForAFriend

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Excellent question. And first, let us say, YES, you are correct! The new, facilitated networking sessions aim to get many ideas, opinions, best practices, and discussions into the room in an hour. And wow, we were so impressed by the creative ideas and best practices! We captured a few of them in this #AskingforaFriend video.

Excellent question. And first, let us say, YES, you are correct! The new, facilitated networking sessions aim to get many ideas, opinions, best practices, and discussions into the room in an hour. And wow, we were so impressed by the creative ideas and best practices! We captured a few of them in this #AskingforaFriend video.

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Now to answer your question. Yes! You can use these techniques to help your team bring better ideas for focused execution. It’s all about how you frame the questions.

Now to answer your question. Yes! You can use these techniques to help your team bring better ideas for focused execution. It’s all about how you frame the questions.

The Best Way to Help Your Team Bring You Better Ideas

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When we first began helping managers get better ideas from their teams, we experimented with our I.D.E.A. Incubator process using two approaches. Sometimes, leaders would tell us “I don’t want to bias or stifle any ideas; let’s just have people bring us any ideas they have to improve the organization.”

When we first began helping managers get better ideas from their teams, we experimented with our I.D.E.A. Incubator process using two approaches. Sometimes, leaders would tell us “I don’t want to bias or stifle any ideas; let’s just have people bring us any ideas they have to improve the organization.”

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For example, they would hold an innovation day, teach some tools, and ask teams to share their best ideas. In this scenario, people learned some critical thinking and problem-solving skills, had fun, and got to know each other better. It wasn’t a complete loss.

For example, they would hold an innovation day, teach some tools, and ask teams to share their best ideas. In this scenario, people learned some critical thinking and problem-solving skills, had fun, and got to know each other better. It wasn’t a complete loss.

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But most of those ideas weren’t implemented. Reinforcing the “nothing ever happens, so why bother” statistic from our research (if you recall from our session, 50 percent of respondents said they don’t share ideas because they don’t think anything will happen with them). We’re pretty sure there would be less enthusiasm for an innovation day like that the next time.

But most of those ideas weren’t implemented. Reinforcing the “nothing ever happens, so why bother” statistic from our research (if you recall from our session, 50 percent of respondents said they don’t share ideas because they don’t think anything will happen with them). We’re pretty sure there would be less enthusiasm for an innovation day like that the next time.

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With others, we got specific about what a good idea would accomplish. Leaders identified three or four areas of the organization where they wanted ideas and were clear about any constraints the teams needed to consider, and then they applied the tools.

With others, we got specific about what a good idea would accomplish. Leaders identified three or four areas of the organization where they wanted ideas and were clear about any constraints the teams needed to consider, and then they applied the tools.

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Similar process. Similar time investment. A significant difference in the number of ideas implemented.

Similar process. Similar time investment. A significant difference in the number of ideas implemented.

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If you already have good strategy in place and you need focused execution, ask your team for ideas about how to execute better, and what’s getting in the way.

If you already have good strategy in place and you need focused execution, ask your team for ideas about how to execute better, and what’s getting in the way.

Using the Idea Incubator Process to Get Specific, Usable Ideas From Your Learning Team

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The Own the U.G.L.Y. exercise we shared in the networking session is the first step in our Courageous Cultures I.D.E.A. Incubator Process. You can download the full I.D.E.A. Incubator process, book chapters, and more tools for free here.

The Own the U.G.L.Y. exercise we shared in the networking session is the first step in our Courageous Cultures I.D.E.A. Incubator Process. You can download the full I.D.E.A. Incubator process, book chapters, and more tools for free here.

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So, let’s talk about how to use a similar process for more focused ideas.

So, let’s talk about how to use a similar process for more focused ideas.

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The more specific you can be with your “With regard to\_\_\_\_\_\_\_\_\_\_\_” element of your Own the U.G.L.Y. process, the more likely it will be that you get useful ideas.

The more specific you can be with your “With regard to\_\_\_\_\_\_\_\_\_\_\_” element of your Own the U.G.L.Y. process, the more likely it will be that you get useful ideas.

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For example, you might say, “With regard to getting better stakeholder alignment for our leadership programs,” or “With regard to increasing enrollment in our DE&I training,” and then ask your four U.G.L.Y. questions:

For example, you might say, “With regard to getting better stakeholder alignment for our leadership programs,” or “With regard to increasing enrollment in our DE&I training,” and then ask your four U.G.L.Y. questions:

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U-What are we underestimating?

U-What are we underestimating?

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G-What’s got to go?

G-What’s got to go?

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L-Where are we losing?

L-Where are we losing?

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Y-Where are we missing the yes?

Y-Where are we missing the yes?

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Next, you ask, “how can we...” and invite their best I.D.E.A.s to solve your strategic executive challenge. And then, have them vet the best ideas related to your strategic initiative based on how they answer these four questions.

Next, you ask, “how can we...” and invite their best I.D.E.A.s to solve your strategic executive challenge. And then, have them vet the best ideas related to your strategic initiative based on how they answer these four questions.

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I-Interesting

I-Interesting

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Why is this idea interesting? What strategic problem does it solve? How will results improve from this idea (customer experience, employee retention, efficiency)?

Why is this idea interesting? What strategic problem does it solve? How will results improve from this idea (customer experience, employee retention, efficiency)?

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D- Doable

D- Doable

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Is this idea something we could pull off? How would we make it happen? What would make it easier or more difficult?

Is this idea something we could pull off? How would we make it happen? What would make it easier or more difficult?

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E- Engaging

E- Engaging

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Who would we need to engage to make this happen? Why should they support it? Where are we most likely to meet resistance?

Who would we need to engage to make this happen? Why should they support it? Where are we most likely to meet resistance?

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A-Actions

A-Actions

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What are the most important actions needed to try this? How would we start?

What are the most important actions needed to try this? How would we start?

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An added benefit of using the I.D.E.A. Incubator process on a specific initiative is that once your team learns how to use the tools, they can apply them to specific challenges they’re faced with.

An added benefit of using the I.D.E.A. Incubator process on a specific initiative is that once your team learns how to use the tools, they can apply them to specific challenges they’re faced with.

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We would love to hear from you! What’s the best I.D.E.A. you brought home from ATD23? And what’s one specific area where you could use a great idea now?

We would love to hear from you! What’s the best I.D.E.A. you brought home from ATD23? And what’s one specific area where you could use a great idea now?

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Read more from Talent Development Leader .

Read more from Talent Development Leader.