Your boss is resistant to change. How can you introduce new ideas effectively?

After understanding your boss's concerns, you can introduce new ideas by: framing the new ideas as solutions to existing problems, highlighting the benefits, such as cost savings or efficiency gains, provide data or expert support, offer a trial or pilot to test the idea, emphasize how the idea aligns with company goals. This approach shows you have thoughtfully considered the impact and are willing to test and refine the idea.

Hay que saber mostrar los beneficios que pueden proporcionar las nuevas ideas. La base del progreso se fundamenta en la creatividad, sin embargo, tan importante como esto, es la forma en la que se transmiten las ideas. La decodificación es esencial para lograr hacernos entender. Cuando somos capaces de transmitir correctamente el mensaje, mostramos los beneficios y estamos abiertos a introducir cambios que pueden suponer mejoras, automáticamente las puertas se abren.

Some things that have helped in the past to build trust in the idea that a certain activity/learning will be impactful: - benchmarking what other companies have done in the region/industry - Research/data showing the impact of not taking action on a certain subject - internal surveys showing the need for such interventions from the business

To introduce new ideas to a resistant boss, start by understanding their concerns and framing the idea to align with their goals. Present data-driven evidence or case studies showing the benefits and potential ROI. Start with a low-risk, small-scale pilot to demonstrate the idea’s effectiveness. Get buy-in from other stakeholders to build momentum and support. Regularly update your boss on progress and adapt based on feedback.

Introduzir novas ideias para um chefe resistente a mudan?as requer uma abordagem cuidadosa e estratégica. Primeiro, compreenda as preocupa??es e hesita??es dele para moldar suas propostas de forma a abordar esses pontos. Em seguida, apresente dados concretos e exemplos de sucesso para demonstrar os benefícios das mudan?as propostas. Utilize uma comunica??o clara e persuasiva, destacando como as novas ideias alinham-se com os objetivos da empresa. Além disso, sugira uma implementa??o gradual para minimizar riscos e permitir ajustes. Por fim, busque criar um ambiente de colabora??o e feedback, envolvendo seu chefe no processo de inova??o para aumentar a aceita??o e o comprometimento.

One aspect of L&D I should have learnt sooner is listening to the needs of the business. As an L&D/HR professional, sometimes we can see what the business needs, but the business is not ready to hear/adapt/adopt. In my younger days, I would bulldoze ahead, convinced the solution would be a success because it was obvious there was a need, but because I failed to engage with stakeholders in a meaningful manner, listening, adapting, proofing and we implemented more in "push" mode - which, never really works. Change management and stakeholder management in any project is essential for the success of any project.

Entender para atender. Ou?a as preocupa??es das lideran?as e dos envolvidos, construa conex?es e confian?a para que entenda os motivos e assim possa definir a??es que, de fato, resolvam as dores da lideran?a e otimizem os resultados. Isso somente será alcan?ado à medida em que se tenha compreens?o do cenário e das pessoas envolvidas onde mais do que um plano de a??o será construído, mas rela??es de parceria e confian?a para assegurar os resultados conquistados.

In my experience coordinating programs and managing projects, one highly effective method for driving new ideas is to first validate concerns before proposing solutions. When people feel their worries are genuinely understood, they’re naturally more open to new perspectives. By framing new ideas as direct responses to the issues they’ve raised, it’s much easier to gain buy-in, even from those most resistant to change. This approach not only respects existing viewpoints but also lays the groundwork for smoother and more successful transitions.

One of my favourite questions to ask is: what is the risk if we do not move forward with this activity/learning? What will we benefit/what will we lose? This usually opens up a deeper discussion that naturally presents the benefits to the stakeholders rather than trying to "sell" the idea.

Entender o cenário e definir um plano de a??o e explicá-lo de maneira coerente demonstrando os esfor?os necessários e os benefícios a serem alcan?ados de maneira a evidenciar sua importancia é fundamental para o avan?o de qualquer projeto. Por isso colha dados, para conferir robustez aos seus argumentos.

Estar presente e apoiar durante a transi??o é fundamental n?o apenas para o sucesso do projeto, mas para tranquilizar as pessoas e fortalecer os relacionamentos. Além de impulsionar sua imagem pessoal e suas habilidades.

One way that I have found effective in changing opinions is by running a small pilot, with participants who are respected in the organization and who are able to provide useful feedback that can contribute to making an activity/learning better for a wider audience later on. This means that these participants can become champions of the activity, help spread the news through word of mouth and internally promote the activity/learning in an organic manner. This, followed by running the activity/learning with the HR community to get their feedback before recalibrating, not only gets their buy-in, but it also showcases the content so they can better sell it to the organization.