August 10, 2009 (4:06 PM) by G. Michael Maddock
Every project has a Harold — a know-it-all who, fortunately and unfortunately, really does know a lot. It’s hard to hate Harold for being such a wellspring of knowledge, but it’s not impossible to challenge him. And oftentimes, he must be challenged. Typically he has been with the company for 20-plus years. He knows more about industry norms, the company's intellectual property, inter-office politics, and the CEO's family than anyone in the building. Everyone loves Harold. He's charming, always willing to provide a bit of historical perspective, remembers everyone's birthday, and is willing to lend a hand. Odds are Harold is the most feared — and revered — person in the organization. Harold doesn't know it, but he is often singlehandedly keeping your company from moving forward. So how to handle Harold? Here are five techniques to deftly win him over while still making him feel like king. 1. Stop denying that you have problem—and that you need help with it. A while back we were asked by a retailer to come up with new things it could offer that would be consistent with the brand yet boost margins. There was a high-ranking Harold on the leadership team, but the CEO assured us she could control Harold and that we should not modify our process in any way.
Fatal mistake. At seemingly every turn, Harold found a reason that things did not work. Despite nudges, begging, sucking up, and private conversations, nobody could keep Harold from "helping" things stay off-track. It was brutal.
2. Play by (some of) his rules. To be successful, an innovative idea must meet the criteria of company leadership — and this means Harold. In fact, his voice may be more powerful than the CEO's, since oftentimes the CEO will passively check in with Harold on all major initiatives.
Allowing Harold to set some — and agree to almost all — success criteria enables you to neutralize him. You can show him that you are creating and eliminating ideas based on his wishes.
3. Learn from experts. Your challenge is that Harold knows more than you. But Harold's challenge is that he is "in the jar." The way he thinks about new ideas is constrained by the corporate container he finds himself working within.
You must fight fire with fire. If you bring in Harold's peers from parallel industries, they can share with him emerging technologies, new techniques, new discoveries, and new ways of looking at old challenges.
4. Arrange closed meetings with experts. What's also effective with the Harolds of the world is having them work alone with the outside experts. No one else allowed. For one thing, it appeals to his ego. And for another, if there are only peers in the room, communication tends to be easier and more candid. These outside experts can help Harold by challenging his prejudices.
5. "Harold, this is an intervention." If the above strategies don't work or you no longer have the willpower left to make them happen, just put this on Harold's desk:
Harold, this message is from someone in the company who cares. I'd tell you who I am, but frankly I am afraid you might misinterpret this note as something other than an act of love or great respect. First of all, I want you to know that you are really, really, reeeeeeeaaaally smart. You know more about this company than anyone else. I am amazed by your ability to keep track of all the things going on around here—past and present. I learn from you every time we are together.
We wish that, like the superhero that you are, you would use your powers for innovation good, not evil. We wish that you would use all that you know to construct new ideas—not tell us why they won't work. If you don't think this is possible, I wish that you would switch jobs. You're too smart and know too much and should be creating new ideas every day.
| 
Idea1 
