“Managing-Up” is often on people’s radars. So is managing down, managing cross-wise, sideways and in every other imaginable GPS-like direction.  Just how to you get people to do (or at least listen) to what’s important to you especially if you don’t have the title or authority to force them to be your captive audience? It’s time to Author-Edit my friend. I created (or rather stumbled upon) this model more than a decade ago when working with Reuter’s News Service in London. Great group – those news service types… just a bit “blank” when it came to the inevitable discussion around managing or influencing others. Here’s how Author-Edit works- draw a square…

Step #1:  Draw a square on the left hand side of a piece of paper or on the white board of your office.  Be the author. If you’ve got a project, endeavor, application or job that you need to move forward, then take the initiative as originator.  Label the box with the current business quarter such as “Q1 (HERE).” On the right side, draw another square and label it “Q2 (THERE)”.

Step #2:  Create specific and quantifiable measurements for what the “THERE” should look like. What is it you envision next business quarter for that big project you’re working on but still need support to get traction in moving forward? Or, maybe you’re thinking about your current job position which you believe should encompass greater roles and responsibilities, but you need approval to see it through?

No matter what “it” is that’s in the “THERE” box, your goal is to influence key decision makers to adopt the idea, right? To do that, you need an informal illustration to get your plan across, not a leather bound sequenced document as a way to get people bought-in to the concept.

Whether the “THERE” is a key project, a new process or a different take on your current role, jot down measurements.  See the Blog on Thinking More Bigly (Strategically) for more detail.

Let’s say “THERE” is the successful outcome to a new project you’re working on titled “Improve Repair Service Delivery Time to Market by 20%.”  If that’s the ultimate goal, then what are the key pieces of what “success” would look like at the end of 6 months (two business quarters or longer if needed)? Here’s an example:

•  Conduct process mapping of scientific instrumentation that comes into repair service.
•  Standardized reports between engineering, manufacturing and service.
•  Create more efficient workspace for repair service.

Step #3:  Between the two boxes, jot down key steps of what needs to be done to close the gap between “here” and “there.” In more bullet-like fashion, “author” a few of the items needed to close the gap such as the following:

Process Mapping:
•  Meet with team for 3 sessions (2 hrs. 1X a week) to map the “as is” process.
•  Meet with team for 3 sessions (2 hrs. 1X a week) to map the “desired future state” showing process improvements in how service is completed.
•  Work with group to adhere to new streamlined process.

Standardized Reports:
•  Access protocol for each function re: shared equipment.
•  Backlog report.
•  Priority purchase report for tools and equipment.

More Efficient Workspace:
•  Do a 5S clean-up of 1 assembly bench as model.
-  Sort, Set in Order, Shine, Standardize, Sustain.
•  Create timeline for 5S application to other benches.

Step #4:  Time to edit.  Invite key stakeholders to “pop-in” and act as editors to your plan. Ask one at a time if they have a few minutes (more than one person’s input at a time gets wonky in the interaction).  Don’t wait for a perfect time or a perfect illustration. Simply ask Sam or Mary or Tom or Lee to stop in for 10 or 15 minutes to see what you’ve been working on. Heads’ up!  Anything too polished in your presentation can actually back fire as higher-ups (or even co-workers) may think you’re a wild maverick intent on doing your own thing.

Step #5: Ask the eleventy million dollar question to those editing-  “What am I missing?” Nine times out of ten, your stakeholders will examine what you’ve drafted and give you their candid edits. Because you’ve asked for their opinion (a.k.a. sage advice) they become emotionally invested in what you are doing – after all, they are filling in the blanks and providing oversight – the job of a perfect editor!