What do you do if your boss disagrees with your ideas during a period of change?

The truth is that no one cares about your ideas, not your boss or anyone else. They care about the problems you can solve for them. Instead of trying to sell an idea, identify a meaningful problem you can solve.

Use this as a data point. How your boss reacts to a disagreement is greatly telling in the overall relationship, and how he/she will proceed in a productive way. If he/she takes it personally, I would take that as a red flag. Find a new boss, or find a new place to work.

1. Understand the purpose/goal of change management. 2. Understand the cause of disagreement. Ask yourself a question - is my work or solution aligned to change management goal. 3. if your work / solution is aligned to change goals, then please understand why the disagreement is arising with boss. 4. Practice active listening as well as probing to gain clarity. 5. If you find that your approach/solution is not helping the goal, then you need to find a better way to addressing the change goal. 6. If you are still confident about your solution, then talk to your boss over a cup of coffee and ask him to hear your part of the story. you will have to do homework 2 make ur point. 7. He may or may not agree to you , but you have made your point

It's a very interesting topic. Whenever your boss disagrees, immerse yourself in your boss’s worldview. Understand that change is risky and unpredictable. Be a creative listener, questioning, and empathetic to the boss’s risks to their worldview while aligning the risks to the goals of the broader business. With my seasoned perspective in change management, I recommend that you navigate disagreements starting from a position of understanding to frame problems and inspire everyone to a solution-generating discourse. Authentic visionary leadership is as much about vigorously advocating for your convictions as it is about skillfully pushing back with humility and long-term thinking.

Context is particularly significant here. The ‘boss’ has the view from their perspective and what the idea or action taken means. As we move more into distributed decision making and achieving collective leadership we have to be careful not to discard organisational structures and process that help us all navigate our roles and progress towards our organisation’s goals. Hierarchy illuminates "...to undermine the principle of accountability that hierarchy was designed to illuminate, and dull it with the diffusion of accountability" (Hirschhorn, 1997) Important to note here is that in sophisticated organisations, the recruitment processes and modern day visible career pathways means we can have still trust in hierarchical structures.

If emotions are involved think about what you need to be prepared for a discussion. Each person is different so I won't go into detail on how to do that. But when you are in a space to communicate sometimes it helps to ask a simple question, is this idea dead in the water, or does it just need some more work before it can move forward. If it has no chance, then use the opportunity to learn about the reasons and apply that new knowledge to the next idea or project. If more work is needed then seek specifics, if now isn't the right time, what would the right time look like? What other conditions need to be met? Etc

1. **Clarify Your Idea**: Clearly explain the reasoning and benefits of your proposal. 2. **Listen to Understand**: Hear out your boss's objections to understand their perspective. 3. **Ask for Specific Feedback**: Request detailed feedback to address concerns. 4. **Summarize Understanding**: Repeat back what you've heard to ensure clarity. 5. **Adjust Your Communication**: Tailor your message to align with your boss's priorities and communication style. 6. **Use Visual Aids**: Present data or concepts visually to aid understanding. 7. **Be Concise**: Keep your explanations focused and to the point. 8. **Follow Up in Writing**: Summarize discussions and agreements in an email for clarity and reference.

I have one add, know what type of data you need as evidence. Numbers aren't everything. Sometimes the reason something can't move forward is because of change readiness, which can include the stakeholders emotional response to the proposed changes. So you may need to seek out soft measures around sentiment and feelings with some qualitative information like quotes or observational notes. Can't fight feelings with numbers.

1. **Provide Data**: Use relevant data and statistics to support your arguments. 2. **Show Examples**: Reference case studies or competitors' successes as evidence. 3. **Highlight Benefits**: Clearly outline the potential positive outcomes of your ideas. 4. **Identify Risks and Mitigations**: Acknowledge potential risks and how they can be managed. 5. **Use Visuals**: Incorporate charts, graphs, or diagrams to illustrate points clearly. 6. **Present Testimonials**: Share feedback or endorsements from stakeholders or experts. 7. **Quantify Impact**: If possible, show how your idea could impact the bottom line or key metrics. 8. **Cite Industry Trends**: Demonstrate alignment with broader industry or market trends.

I get what this article is going for, but I'm going to give a slightly different perspective. Seek support to hone your idea, if it's got merit then others will be able to give you feedback that will make it better. Then it can become an idea, not your idea. Building your skills in constructive collaboration will be better than any single idea or change because it's transferable and persistent.

1. **Gather Allies**: Identify colleagues who support your idea and can help advocate for it. 2. **Seek Mentor Advice**: Consult with a mentor or industry expert for their perspective and support. 3. **Engage Stakeholders**: Talk to other stakeholders who might benefit from your idea and can offer backing. 4. **Build a Coalition**: Form a group of supporters across different departments to show broad support. 5. **Collect Feedback**: Solicit constructive feedback from others to strengthen your proposal. 6. **Leverage External Networks**: Use connections outside your organization for insights or endorsements. 7. **Facilitate Discussions**: Organize meetings or workshops to discuss and refine your ideas with others.

1. **Offer Variations**: Present different versions of your idea that may address your boss's concerns. 2. **Suggest a Pilot**: Propose a smaller, low-risk trial to test the idea before full implementation. 3. **Introduce a Phased Approach**: Recommend gradually implementing the idea in stages to monitor progress and effects. 4. **Combine Ideas**: Merge aspects of your boss's suggestions with your original idea to create a compromise solution. 5. **Adjust Scope**: Scale down or adjust the scope of your proposal to meet current priorities or constraints. 6. **Present a Plan B**: Have an alternative plan ready that still aims to achieve similar goals but through different means.

100% agree that letting go of an idea when it's not viable is the best way to go. It will also free you up to work on the next one. I don't know how many different ideas I've had over the years and you can bet that many of them stayed that way as an idea, but there are others that lead to a successful outcome. I see this as a hard shift to make from individual contributor to leader, too often the individual contributor ties their identity and worth to the specific idea and less about the outcome and process to get there.

Understandably, adapting to someone else's approach, particularly when they hold authority, can be challenging. Maintaining professionalism and a commitment to constructive dialogue is essential when navigating disagreements with your boss during periods of change. By approaching differences with empathy, respect, and a willingness to collaborate, you can navigate challenges effectively and contribute positively to the workplace.

If my manager or leader disagrees with my ideas during a change, I listen carefully and try to understand their perspective. It is an opportunity to refine my proposal by incorporating their feedback. To help clear up any concerns, I ask questions and show how my idea aligns with our goals. If there is still disagreement, I suggest a small-scale pilot or gathering more data to test the idea's viability. This approach shows my commitment to the project's success and flexibility in finding solutions that meet our visions.

It might be an unpopular opinion, but I think that you can draw on the power of silence during a disagreement. We naturally have the tendency to fill any uncomfortable silences that arise with our own arguments in order to persuade our counterpart. However, allowing a few moments of silence to settle can give you time to fully absorb what the other person said and amplify your active listening.

à mon avis, lorsqu'on est confronté à un désaccord de la part de son supérieur pendant un changement, il est crucial de l'écouter activement et de chercher à comprendre son point de vue. Je crois qu'il est important de présenter ses idées clairement, en les étayant avec des données, tout en étant ouvert aux retours et disposé à s'ajuster. Je pense que demander une réunion de suivi pour les problèmes non résolus et se concentrer sur l'objectif plus large du succès de l'initiative de changement sont des stratégies efficaces. En fin de compte, je crois qu'il est bon de considérer cette expérience comme une opportunité d'apprentissage, car cela peut favoriser la croissance personnelle et professionnelle.

When facing disagreement from your boss during change, prioritize open communication and active listening to understand their perspective. Present evidence-based arguments and tailor your approach to align with organizational goals. Seek feedback and be receptive to constructive criticism, demonstrating flexibility and willingness to collaborate. Explore alternative solutions and be prepared to compromise while advocating for your ideas. Building trust through professionalism and consistency can pave the way for constructive dialogue and resolution.