What do you do if your boss is resistant to your ideas and initiatives?

Antes de avan?ar com suas ideias e iniciativas, avalie cuidadosamente o timing da ideia. Considere o ambiente organizacional atual, os projetos em andamento e os desafios enfrentados pela equipe e pela empresa como um todo. Escolha momentos estratégicos para apresentar suas propostas, evitando períodos de alta press?o ou instabilidade organizacional. Com o timing adequado, você aumenta suas chances .

If your boss is resistant to your ideas and initiatives, strive to build rapport, understand their perspective, and present a compelling case backed by data; for instance, if proposing a new project management tool, highlight its potential to streamline workflows and increase productivity.

Timing is crucial for proposal acceptance. If facing resistance, assess whether the current business climate, team workload, and stress levels are appropriate for new initiatives. It's essential to introduce ideas when the team has the capacity to engage properly. If not, patiently wait for a better moment to revisit your proposal.

1. Understand Boss perspective - Try to understand from manager's point of view. Due to company priority, goals the idea is not influencing. 2. Communicate clearly - Present the ideas and initiatives clearly and concisely. Explain the potential benefits, outcomes, and any supporting evidence or data that back up the proposal. 3. Listen actively - Listen to your boss's feedback and concerns without becoming defensive. Value their input and are open to constructive criticism

O timing exerce um papel crucial na receptividade às propostas; uma resistência pode ser um indicativo de que o contexto atual pode n?o ser o mais propício para novas iniciativas. é essencial realizar uma análise criteriosa do ambiente, considerando a parte operacional e os níveis de tens?o da equipe, para assegurar que há espa?o cognitivo e operacional para a absor??o de novas ideias. Apreciar a importancia de sincronizar sua proposta com um momento em que a equipe esteja mais receptiva e menos sobrecarregada n?o só aumenta as chances de aceita??o, mas também reflete maturidade profissional e estratégica. Caso conclua que o período atual n?o é o mais favorável, aguarde por uma nova janela de oportunidade mais para repropor sua iniciativa.

The first presentation sometimes is your least considerate option. The best ideas are rarely made without multiple revisions. Listen, learn, reassess and then represent the idea and I bet it will be considered the next time.

I personally like to be challanged and asked detailed questions. Maybe the idea could be better. If so, reasoning, refining, etc can allow for an even better solution than initially thought. Maybe you don't have the best idea in the room. Assumption is that both you and your boss are professionals who deserve the positions you are in. Collaboration is generally good.

1. The timing of presenting the idea across to the boss is a very important factor. If it is presented at a time when he/she is busy or angry, will surely push this away. 2. The idea should be explained in a very good and understanding manner. 3. It should be a solution or an idea that improves the existing process or situation 4. Follow up with the boss after this idea presentation should be there.

Refine suas ideis cuidadosamente para garantir que estejam bem claras, bem fundamentadas e alinhadas com os objetivos e valores da organiza??o. Identifique os pontos fortes e antecipe possíveis obje??es ou preocupa??es que seu superior possa ter. Esteja preparado!!

1. **Understand Their Concerns**: Listen actively to pinpoint objections. ?? 2. **Gather Data**: Collect evidence to support your ideas. ?? 3. **Tailor Presentations**: Adjust your approach to address their priorities. ?? 4. **Seek Feedback**: Incorporate their input to refine proposals. ?? 5. **Highlight Benefits**: Clearly communicate potential outcomes. ?? 6. **Demonstrate Success**: Showcase successful implementation elsewhere. ?? 7. **Stay Persistent**: Maintain enthusiasm and commitment. ?

You must be clear about your goal in pushing an idea - Is it recognition, execution or both? If the goal is to get your idea executed alone, find someone with influence in your organisation and sell that idea to them till it almost feels like it is theirs and watch your boss agree to it and execute it. However, if the goal is recognition or both, while 'lobbying' and selling your idea to others, make sure you also become 'visible' outside your department and even outside your organisation so that you become recommended by others within your organisation to your own boss when certain decisions need to be taken. In essence, understand the internal politics within your organisation and build your personal brand.

Para superar a resistência de seu chefe, é importante construir apoio e aliados dentro da organiza??o. Envolvs colegas e membros da equipe que compartilhem seus objetivos e vis?es, isso pode ajudar a aumentar a influência e a credibilidade de suas ideias.

Politics politics politics. It's all about politics. As long as you have the support of the team, of the people directly involved or the people who will benefit from your idea, you'll have better chances to get your idea approved. Worst-case scenario, you need to identify people that you can influence or might share your interests and have a more positive relationship with your boss. After you have support, to be sure you can count on them, you need to present your idea and be open to change. Ask for their input and feedback and genuinely "put your heart on the table". Add their suggestions to your idea. Present the idea to your boss as a united front, and present based on the impact and the added value. Do not seek personal benefit

As another contributor has mentioned - Politics in the office simply has to be accepted as a critical tool to achieve the intended result. Use your soft skills, oil the wheels of those you know have weighted influence. Be flexible in style, from subtle Machiavelli to the direct straight approach. Have patience and strike at the right time. Play the game!

Construir una coalición de apoyo es una estrategia inteligente que aprovecha la colaboración y la influencia colectiva. Al interactuar con colegas que se beneficien de tus ideas, enriqueces tus propuestas y creas aliados que pueden persuadir a tu jefe. La fuerza de una voz colectiva respaldada por varios miembros del equipo puede ser difícil de ignorar, aumentando las posibilidades de aceptación de las ideas y fortaleciendo la cohesión del equipo.

Sempre comunique-se de forma clara, direta e assertiva. Utilize uma linguagem acessível e evite jarg?es técnicos que possam dificultar a compreens?o. Esteja preparado para responder a perguntas e fornecer informa??es adicionais para esclarecer qualquer dúvida ou preocupa??o que seu chefe possa ter. Demonstre confian?a e convic??o em suas ideias.

90% of problems can be solved by communicating actively and clearly. - Understand different perspectives, your boss is not always wrong, so step back and understand why he is not accepting your idea. - Redefine your idea, maybe you missed to highlight key points. - Keep improving in presentation & communication. - Share results with boss so that he will have more trust in you. - Don’t mess up with data and excel keep it on graphs and dashboards.

Communication with proper plans. Strategic Planning and Execution methods is important with utilizing resources and budget optimization

This is a very common phenomenon. In my experiences, I have seen that an effective communication gets your ideas across the table. Many times, the Boss is not oriented to the landscape. It is important to repeatedly engage and clarify all misgivings and be prepared to present all aspects of the idea to its conclusion. It is also important to be a bit flexible to tweak your idea for the necessary buy-in and the greater good.

La comunicación clara es crucial al presentar ideas a un jefe resistente. Debes explicar los beneficios de tu propuesta y cómo se alinea con los objetivos de la organización. Prepararte para responder preguntas con calma y profesionalismo demuestra tu compromiso. Tu habilidad para comunicarte efectivamente puede ser clave para obtener apoyo. La comunicación clara no solo facilita la comprensión, sino que también fortalece la relación con tu jefe al demostrar tu capacidad colaborativa y proactiva hacia los objetivos comunes.

Foque em oferecer solu??es práticas e viáveis em vez de apenas identificar problemas. Apresente alternativas concretas e bem elaboradas que abordem as preocupa??es do seu chefe e contribuam para alcan?ar os objetivos da empresa. Seja um colaborador proativo e orientado para resultados, capaz de encontrar solu??es criativas e inovadoras.

Es vital venir preparado con soluciones ante la resistencia. Ofrecer alternativas demuestra proactividad y una mentalidad de resolución de problemas. Escuchar atentamente las objeciones y proponer alternativas que aborden preocupaciones muestra flexibilidad y capacidad de adaptación. Esto no solo demuestra liderazgo, sino también compromiso con resultados positivos. Prepararse con soluciones es una estrategia efectiva para ganar apoyo y avanzar en la implementación de ideas.

One thing to add is to try to understand your boss's perspective and motivations. Consider their priorities when offering an alternative solution. If you tailor your solution to align with their goals and objectives, you will likely gain more support.

Antes de levar uma ideia, é preciso considerar quais os benefícios dela, como os resultados v?o melhorar o processo, qual o custo e energia para execu??o. Quanto melhor for a sua vis?o sistêmica, mais assertivo será na sua ideia e hora para apresentá-la, e quando o fizer, certifique-se de ter comunicado tudo com clareza.

I'd propose you rather take the time to gather evidence and map the possible contribuitions of your idea to your company's main KPIs (especially those that directly affect your lider). If you do not have access to higher reasons opposing your proposal, (internal politics, other competing projects, detractors, etc) I find it is more difficult to argue against tangible evidence when the time comes. Make a map of the power balance you can affect with your proposal, and align the timing and platform with your internal champions. It is ok to bench your project if you need to until the timing and exposure is favorable to you.

I always surprise myself after "sleeping" on an idea my team brings to me and my willingness to reconsider, or just see it with fresh eyes. With timing, I also prefer to raise ideas early in the day and week before the stress of the day clouds one's ability to consider ideas fully.

The way you describe ur thoughts, words which you use, gestures, & mood of the day really matters so make sure you choose the right word and make sure to describe it in a best way you could.

A constancia no propósito revela-se crítica ao encarar oposi??o a suas concep??es. Se, inicialmente, seu superior n?o demonstrar abertura, resistir ao ímpeto de abandonar o esfor?o é essencial. Opte, alternativamente, por solicitar uma avalia??o construtiva e indagar sobre os critérios necessários para uma reavalia??o da sua proposta. Implemente uma estratégia de seguimento consistente, evidenciando sua dedica??o inabalável à ideia e sua disposi??o em superar obstáculos emergentes. Este compromisso resiliente tende a ser influente e pode, com o tempo, pavimentar o caminho para a eventual autoriza??o de suas iniciativas.

I do think it is very important to follow up and understand his/her perspective. They may see a bigger picture of the overall strategy of the company or things that are coming down the pipeline that may be the reason they are not receptive. Pipasu

When developing your presentation to higher ups, it is critical to fully comprehend leadership and the organizations level of risk tolerance. If leadership is by nature risk averse or conversely more risk tolerant, any presentation of new operational models, ideas, or actions should have a solid risk analysis attached. Not only will this answer the questions leadership is likely to pose, but also gives you and your presentation team the opportunity to present risk mitigation strategies that reduce risk and increase the likelihood of success. Without a well considered risk analysis, leadership is likely to see any new idea as under developed at best or an annoyance at worst.

Sometimes, you just need to implement the idea. I have a number of examples where I've been told either no, or the response was ambivalent. I had the courage of my convictions and delivered the ideas anyway. If you think it's a good idea and after looking at alternatives and points against doing it, you still think it's a good idea, then do it.

Consider implementing on a smaller scale. Implementing an idea at a lower level can serve as a proof of concept. Whether it involves process improvements or using a tool individually, this approach helps refine your pitch and provide a tangible use case. If implementing the idea yourself is not feasible, consider assisting a colleague or another department.

In fact you also should consider the possibility to “change your boss” and move forward. If you already tried to adapt you approach without success it is time to find new challenges.