Here's how you can navigate a resistant boss and introduce new and innovative approaches.

As a consultant, I have to take into consideration our client/boss/leader has a number of ways they're looking at things. Instead of pushing the point, or dropping the rec, ask the valuable questions that help get to the root of the resistance. I had a client who immediately tossed an idea we threw out that could create transparency during a change, and when we found out why, we went back to the drawing board and created a modified rec that served her needs, quelled her fears, and served the users impacted. A little humanity and grace goes a long way!

Acredito que cada líder tenha seu perfil, assim como cada colaborador. Por vezes o líder pode ser mais resistente pois acredita que realizando as atividades da maneira x y e z o processo n?o terá erros. O principal nesse caso seria inicialmente feedbacks; Tentar mostra-lo na prática que outra forma de execu??o e gerenciamento também garantem o mesmo resultado.

Primeiramente, temos que entender mais do "chefe", até mesmo se o perfil é de ser "chefe" ou "líder". Se for o segundo caso, já pode pensar em passar pra próxima etapa!. Mas no caso de maior resistência, o ponto é ser mais flexível, entender, ter empatia, conversar, ver a origem, o que o motiva e o que ele(ela) teme? - Um bom ponto de partida é esse. Entendimento at all! (no geral)

Progress is made only via partnership and not disruption. Especially with your own boss who has direct impact on your career and work satisfaction. Understanding your boss and framing you innovation as a win for them and the team always works better than confrontation or bypassing.

Navigating a resistant boss requires a strategic approach, effective communication, and a willingness to adapt and collaborate. By understanding the root of the resistance, building a strong case, aligning with organisational goals, and gaining support from colleagues, you can increase the likelihood of successfully introducing new and innovative approaches. Remember to be patient, persistent, and empathetic throughout the process. With the right approach, you can turn resistance into acceptance and drive meaningful change within your organisation.

Conversas que tragam resultados (se o superior é movido a resultados), se ele é introvertido, tem que ir com mais cautela, de novo, trata-se de conhecê-lo (a) melhor. Muitos est?o presos ou movidos ao ego, tenha sempre em mente que um raport ai pode ser um caminho, mas cuidado pra n?o ser o que você n?o é! N?o precisa disso.. sua transparência e boas atitudes pode na verdade influenciar positivamente melhor do que tentar agradar por agradar somente.... Esteja sempre disposto(a) a ajudar, empatia, disponibilidade, e boa energia, criar?o uma conex?o maravilhosa! Tente isso! e depois me fala!

Trate seu chefe com respeito, mesmo que você discorde dele. Evite linguagem acusatória ou condescendente. Preste aten??o no que seu chefe está dizendo e fa?a perguntas para esclarecer qualquer dúvida. Converse com seu chefe sobre seus hobbies ou interesses fora do trabalho. Isso pode ajudá-lo a se conectar com ele em um nível pessoal.

Siempre debemos pensar en el corto, mediano y largo plazo. El corto plazo nos da la confianza, el mediano plazo nos ayuda a conseguir los resultados y el largo plazo nos ayuda a la sostenibilidad

When navigating a resistant boss, focus on the power of small wins. Begin by identifying a specific, measurable area where your innovative approach can yield demonstrably positive results. Frame your proposal not as a complete overhaul, but as an experiment with the potential to unlock hidden value. Highlighting a low-risk, high-reward scenario can pique your boss's curiosity and pave the way for larger-scale innovation. Remember, significant change often starts with a series of well-chosen, successful steps. Showcase the power of iterative progress, and watch your boss become an advocate for the very change they initially resisted.

Demonstre o "as is" e o que você trouxe de resultado, o antes e o depois podem falar mais do que palavras! Tente!, ouse (na medida do possível). Pequenas vitórias v?o trazer jóias a sua coroa! Fique atento as oportunidades de você ajudar a sua organiza??o num todo e você terá apoio quando precisar!

N?o tente implementar grandes mudan?as de uma só vez. Comece com pequenas mudan?as que sejam fáceis de implementar e que mostrem valor rapidamente.Quando você alcan?ar uma pequena vitória, certifique-se de celebrá-la com seu chefe. Isso ajudará a construir confian?a e momentum. Quando você tiver algumas pequenas vitórias em seu currículo, use-as como prova social para convencer seu chefe sobre os benefícios da nova abordagem.

Las ideas creativas cobran fuerza cuando se puede demostrar sus resultados. Una buena forma de convencer a tu responsable de que una idea innovadora va a aportar mucho, es demostrando que otros proyectos innovadores que has liderado han funcionado bien y han sido existoso. Para ello, hay que presentar los principales hitos del proyecto, así como el informe de datos y KPIs asociados. Es la mejor prueba de que la creatividad se puede traducir en números y éxito.

Objectivity is given high marks by most fair minded bosses. So if you have the data to back up what you are proposing go ahead and do it. Even is it does not overturn a decision right away - you would have made a dent.

Reúna dados que comprovem os benefícios da nova abordagem. Isso pode incluir estudos de caso, pesquisas ou resultados de testes. Quando apresentar os dados ao seu chefe, fa?a-o de forma clara e concisa. Use gráficos e tabelas para facilitar a compreens?o. Mostre ao seu chefe como a nova abordagem pode ajudá-lo a alcan?ar seus objetivos.

For me, presenting the facts is always my go to when dealing with resistance to change. I find that when I create a nice presentation that is concise and direct, and clearly explains the benefits of the change, as well as how any unexpected errors will be handled, the people that I'm presenting to are much quicker to concede to the proposed change and will even be excited about it rather than anxious.

It is crucial to be ready to take responsibility for implementing your solution; otherwise, it’s just small talk rather than negotiation, which is not suitable for the C-Suite. Even a resistant boss realizes there’s a chance your idea might work, so it’s important to share potential success. Allow people to feel their contribution (“Victory has a hundred fathers”). Make them your partner with statements like, “It could be tricky if other divisions realize the idea lacks your support” or “Had you not allowed me to pitch at the board meeting, it wouldn’t have seemed credible to stakeholders.”

If it's your idea, you should be the one with the encouragement to lead the initiative. In my experience, one of the greatest markers for the adoption of an idea is having thought out a plan ahead of time to alleviate any shock or initial concern. If you share your groundbreaking idea without first researching other ideas, potential risks, or even defining the problem you're trying to solve, the likelihood of your idea being seriously considered faces an uphill battle. Offering support for an idea is showing that you care about the idea. Showing that you care is displayed best by having a plan.

Ofere?a-se para ajudar seu chefe a implementar a nova abordagem. Isso pode incluir fornecer treinamento, criar materiais de suporte ou responder a perguntas. Pode levar algum tempo para o seu chefe se adaptar à nova abordagem. Seja paciente e continue a apoiá-lo. Esteja disposto a ser flexível e fazer ajustes na nova abordagem conforme necessário.

Pe?a feedback ao seu chefe sobre a nova abordagem. Isso o ajudará a identificar áreas para melhorias. Com base no feedback, esteja disposto a fazer ajustes na nova abordagem.Use essa experiência como uma oportunidade para aprender e crescer como profissional.

There is nothing better than creating a little bit of competition. So if there are innovative approaches that other managers are taking that is giving them better success, find a way to share that with your boss in business terms (the fact that the other group is doing better). When your boss asks you why - you can then explain their approach (and sell yours).

An important point to consider in any communication is our own resistance or lack of confidence. You can have the greatest idea but if we lack honest conviction (not fake positive bravado) it will be received very differently. The person receiving the proposal will be more open to your idea when the energy behind it is coming from an honest place rather than a 'fear that something might go wrong' place (self-blame). I offer to my client that they would benefit from sitting with themselves first, feeling all the resistance/lack of confidence/fear they have about the proposal. This might take a while to sit and listen to their mind/body, letting it get out all its concerns and physical sensations before a deep sense of relief follows.

"The 59-Second Employee" - a good book that's a short-effective read about how to manage from the bottom up. If you're a manager, here's a book for you: "The One-Minute Manager". For problem people, try this classic: "Dealing with People You Can't Stand". And for general advice, the ol' MBA school standby: "Seize The Day" by Danny Cox. I've found these 4 books invaluable throughout my career. One final note: If can, get on a good terms with your boss's boss and get to know all the department heads. They are your mentors and can help you navigate rough waters if your boss isn't the best manager on the block.