 Hey, I'm Jake Knapp, the inventor of the Design Sprint, and sometimes it can be really difficult to convince people to try a Design Sprint. In this very short video, I'm going to talk about some methods and tactics you can use. By the way, we're in the middle of downtown Portland, Oregon. There's a lot of noise, a lot of distraction. We're going to do our best to make a nice video for you. So this video should be great for anybody who's trying to get their team or maybe a larger organization to try their first Design Sprint. Now the truth is, it's tricky to convince people before a Design Sprint has happened inside your company. That's really when people get the most confident that it can happen because even if you've heard that it works for startups or even if you've heard that it works for these companies in Silicon Valley or whatever, a lot of times people say, well, things are different here. Now one thing that's really important is to wait for the right project and the right moment, actually. So you don't want to force a Design Sprint unless your team is starting a big project and honestly, people maybe are a bit stressed out about the money and the time and maybe even the reputation cost that's going to come from doing that work. When you know you've got months ahead of you and you know you might be spending millions of dollars or just investing a lot of time, launching something that you want to make sure your customers love, it's at that beginning moment when it's the perfect time to do a Sprint. But not when you're halfway through a project, not when you're just squashing bugs at the end. That's not the time to do a Sprint. So picking the right moment is key. The moment when your team actually wants that boost. The other thing is to focus on the value of the Sprint that matches what the team needs and what the leaders on the team actually want. This can be challenging because there are so many good things about a Design Sprint. It can be hard to know what to focus on. Sometimes people want to focus on, you know, this idea that we're going to test the product with customers. Sometimes they want to focus on the good things that will happen for our team morale and dynamic by working together in this way. But what I've found is that those selling points, they're not as compelling as the thing the team really wants. And often it's a prototype. I would say, in my experience, 85% of the time saying, hey, we know what you want us to get started fast. The Design Sprint will get you a first rough prototype in just one week. And often that's very compelling to people. What's cool about that is, you know, when people get in the room, when they do the Sprint, they're going to get all of those other benefits. But often the prototype is the hook. Another compelling pitch for the Design Sprint is alignment. So for many organizations, they've got different parts of the company who might have to work together on a big project. Or maybe there are political personalities within one team. In those situations, the idea that you can get alignment in one week, that you can get everybody committed to one solution, maybe if they don't totally agree, but they were in the room when we started this project, that's really powerful. So this idea of alignment is my second most common pitch. And finally, there are situations where that idea of data will be compelling. And I think that's worth bringing up too. Sometimes, sometimes people will value seeing the customer research. If you've got a very research focused organization, they might already get the value of it. And I'll tell you that if teams have been in a Design Sprint, that's usually the thing they like the best, was what happened at the end of the week when they watched customers using the prototype and learned where they were wrong and learned where the gaps were. So if you've got a team that's that far along, fantastic. Give them that sales pitch and you will definitely be able to deliver with a Sprint. Otherwise, stick to the prototype or alignment and stick to this idea of solving a problem the team really has being patient for the moment when you can actually help them. One more thing is once you have run a Sprint inside your organization and even while you're running that first one, be sure to document it, take photos of what happens and figure out how to tell that story. Because if you've got a story of a Sprint inside your company that you can tell, that's going to be the best way to convince people to try it again and again and again. Proof from inside our team from the way we did it, it works here. That's what makes people have the confidence it can happen again and that's where you start to see teams really switch to running Sprints at the right time every time. So I hope that's been helpful if you are in that situation where you're trying to get your team running that first Sprint, if you've had successful methods yourself for convincing teams to run a design Sprint or try something new, please pop those into the comments below. If you've got further questions that we can answer on this channel, put those in there, we'll do our best and yeah, thanks for watching. If you want to learn more, subscribe to this channel. Check out TheSprintBook.com, buy The Sprint Book as many copies as you possibly, possibly can fit on your desk and have a great one. I'm Jake Knapp, the open family. Okay, three, two, one. Start off, get commitment and momentum on. And finally, there are people who will agree.