Your boss is not open to new ideas. How can you get them to listen?

Ideas are a dime a dozen in most businesses. It's not uncommon to encounter individuals brimming with ideas -- but do nothing about it. Many managers have dealt with team members like this and tend to be skeptical of ambitious proposals. If you truly have faith in your idea, you must do more than just share it casually by the water cooler. Instead do this -- keep the idea under wraps and develop a functional prototype. Demonstrate that your ideas are viable. Most importantly, show that the idea can address a genuine customer problem or has the potential to generate revenue for your business. Once you do this, you will notice significantly more enthusiasm from your managers (and team-mates) towards your ideas.

Think about a time when you yourself are not open to new ideas. We think OTHERS are not open to new ideas. But are WE taking ideas in all the time? After we reflect on our own resistance and reasons behind that, it is much easier to empathize and take the perspective of the boss. Without this reflection, often we judge others' resistance as a personality trait, instead of a context-dependent behavior: this makes the following steps harder.

Para fazer seu chefe ouvir, primeiro compreenda sua perspectiva. Identifique por que eles resistem à mudan?a: medo de riscos, controle ou críticas, diferentes objetivos ou sobrecarga de trabalho. Tenha empatia e adapte seu argumento para abordar essas preocupa??es. Ao referir a mudan?a um caos pode surgir, onde a mudan?a pode agredir, mas dá a oportunidade de transformar e ajudar, neste caso o seu chefe.

Demonstrate a clear connection between your proposed idea and your boss's overarching goals or priorities. If your suggestion aligns with their vision or addresses a current challenge they're facing, they are more likely to be receptive. Craft your presentation in a way that highlights the potential positive impact on their objectives, making it easier for them to see the value in considering your idea.

Try to answer : Does your idea 'align' with the company goals or business unit objectives ? Often this will give you the answer. If it does align and makes business sense, presenting it in a manner that communicates it value for the organisation will definitely let your superiors listen.

It's crucial to brand your idea if you want it to spread. Give it a name—a portmanteau is often a good choice. Next, you need a concise pitch that gets to the heart of what you're trying to achieve. Ensure the pitch explains why the idea is both innovative and feasible at the same time. Finally, and most importantly, be prepared to detail what you have already accomplished with the idea. Keep asking yourself—what's the "one-derful" (one wonderful) aspect of the idea that will make others take notice and spur them to act on your behalf?

Framing is really important: it relies on a good understanding of the situation. So listen well when the boss talks and identify what she cares most about. It is useful to map out your boss' concerns and problems, and then position your idea in this intricate web of challenges. You may find out that the idea needs to be adjusted to better solve the problems or fit the goals of the organization. Or perhaps the idea is perfectly fine, we just need to use the boss' language. For example, talk about how the idea will improve a KPI, if that is on her mind now.

Talvez a princípio, o maior desafio é enquadrar sua ideia como uma solu??o. Enfatize, como a possível solu??o pode resolver um problema. Mas, por favor, considere pensar no benefício de todos. E assim dará a possibilidade para gerar impacto, a partir de exemplos concretos e alinhando-a aos objetivos e valores existentes. A solu??o precisa ser colaborativa, o "eu", precisa ser "nós"

Provide quantifiable metrics and data to support the positive outcomes of your idea. If possible, showcase projected improvements in efficiency, cost savings, or other key performance indicators. Numbers can be persuasive and help your boss visualize the tangible benefits, making it easier for them to grasp the potential value of your proposal.

Una vez en mi lugar de trabajo habiamos generado una idea que se quería escalar al siguiente nivel, no habiamos consideramos puntos de vista de nuestro cliente externos y esto hizo que se detuviera la propuesta, recibimos el feedback de nuestro lider a demas se buscó espacios de diálogo con el cliente externo y mapear el impacto de nuestra idea, luego de esto convertimos a nuestro cliente externo como aliado impulson de la idea de mejora.

Propose a small-scale pilot program or trial run for your idea. This approach allows your boss to test the concept in a controlled environment, minimizing risks and providing tangible results. If the trial is successful, it can serve as evidence of the idea's viability, making it more palatable for your boss to consider implementing on a larger scale.

Este ponto é fantástico, o feedback acompanhado da colabora??o e faz ponte com o processo da escuta ativa, um dos maiores erros de líderes e chefes. Desta forma, quando a escuta ativa, está presente, onde o processo de desenvolvimento e refinamento da ideia se abre, para sugest?es. Log, da oportunidade e abertura para aprender e melhorar os processos. Por exemplo, convidando a equipe a realizar testes, desde a implementa??o e avalia??o da ideia, compartilhando crédito e responsabilidade, que foi apresentada. Isso fortalecerá a rela??o e demonstrará valoriza??o pela contribui??o do seu chefe e todos na equipe.

Approach with an open mind. Form hypotheses and test you idea to make it better. Take feedback from your peer group, superiors, colleagues and build an idea that more will really about. That will get you heard

Algo que aprendi, com um diretor, que trabalhei, por favor, traga o problema e a solu??o, assim definiremos juntos a a??o a ser realizada. Logo, antecipar auxilia na resolva obje??es. E caso tenha a solu??o, esteja preparado e responder com confian?a e evidências. Por exemplo, ao demostrar à viabilidade, a economia ou a escalabilidade da ideia. Forne?a cases de sucesso ou proponha testes iniciais para uma possível eficácia.

Como cualquier proyecto que se quiera implementar, el momento y lugar son clavez para poder socializar la idea de valor, no olvidemos la forma como se trasmite la idea y quienes son receptores de la idea. Buscar un socio que complemente la socialización y que se entienda el impacto que se quiere alcanzar es en beneficio de todos.

Excelente pergunta, neste ponto entra o processo da ansiedade promovido pelo imediatismo, por favor recue, calma e respire. E escolha o momento e o local apropriados. Evite abordá-lo quando estiver ocupado, distraído ou estressado. Agende uma reuni?o ou encontre um momento adequado para apresentar sua ideia de forma tranquila e privada. Isso aumentará a receptividade e a aten??o do seu chefe para sua proposta. N?o é fácil, mas a emo??o atropela tudo.

Cuando se quiera promover y materializar una idea y que esta sea aceptada, debemos entender que la propuesta deberá pasar los filtros necesarios donde se demuestre que la idea propuesta impacte de manera positiva y genere valor, en ese sentido toda presentación de idea deberá mantenerse dentro del ambito laboral ya que la natuleza de cualquier negocio es geenerar ganacias, no debemos sentirnos frsutrados si la idea no es aceptada, debemos buscar sporte de las diferentes áreas que puedan beneficiarse de esta idea y finalmente lograr la aprobación.

It’s so important to observe the personality type of the person you are trying to convince. A “red” personality focused on results may want to know what revenue, growth or ROI will result from your idea. A “yellow” personality may be interested in the bigger picture, the strategy, the roadmap, and the eco- system. The “blue” personality will need as much supporting data as possible to make a decision. Never rush a blue into a decision, in absence of sufficient data, they will always almost always turn you down. Lastly, a “green” cares about people; the “right thing to do” or the impact of your proposal on team morale and keeping customers and stakeholders happy. You may have to adapt your natural communication style to be most successful.

The IKEA effect is a cognitive bias that helps explain why people place higher value on things they helped to build or create. Invite them into the process if you yearn for others to remember and cherish your ideas.

I'd begin by first suggesting those ideas which have the least investment, downsides And once they've worked, led to a positive impact, lead the boss on to the others

Build trust with the boss by listening and supporting his or her views and business strategies. By building a trustworthy relationship and mutual understanding, your ideas can get more appreciation and at some point may even become the driving force for the company's growth.

That's a good strategy in all situations. Be it in family or societies, or with clients, or with business partners. This reduces resistance.