What do you do if your boss is resistant to your ideas in Internal Communications?

Do your research So many people, especially commspros, have great ideas without connecting them to data and facts. Data doesn't lie. By having both quantitative and qualitative research that identifies the business problem, where the organization is now, and how the communication solution is going to solve the business problem and measure results, you provide a whole story and business case for change. Bosses and leaders will take you more seriously with facts to support your recommendations versus gut instincts or trust that your solution will work in a vacuum.

Another approach involves seeking out other leaders who can use internal communication support for their initiatives. This approach is not without risk - but it also has considerable potential payoffs. Working in this way can help you demonstrate your value and give you senior level support. It can also create demand for your services and, if played right, can make your boss look good.

Take the time to understand his concerns and objections. Before sharing your ideas, gather all the needed data, facts, and examples to support your proposals. This will help you influence your ideas. Set a clear purpose and goal, and highlight the outcomes of your proposed initiatives (what is added to your proposal). Present your ideas with confidence and enthusiasm. Involve your boss in the process by seeking his feedback and input. Be open to collaboration and get support from colleagues who may also see the value in your ideas. Listen to their concerns and suggestions.? Try to align your ideas with your manager's and the organization's priorities. be more flexible with alternative solutions.

It always helps to demonstrate results. Showing that behavior changed as a result of your communications strategy is a great way to show persuade executives to trust your skills. I found being able to show data from a strategy I developed for one executive helped persuade another executive to listen.

One of the things I’ve found helpful is to frame your internal communications strategy in direct correlation to the overall business strategy and objectives. If it feels like a separate agenda or you use “Comms speak” you’ll have a hard time getting executive buy in. While it’s not often thought of this way, it’s another example of why knowing your audience is key.

When working with a new leader, I like to start off the relationship with a direct, open and honest conversation around the dynamics and how we can work together to achieve the business outcomes as well as enhance and elevate their brand as a leader. This often works well when you can drive your communications objectives, in alignment with the business, without having to add incremental work for your business leader. An example of this could be taking over the engagement and management of their LinkedIn account--no incremental work for the business leader, builds their brand, strengthens company reputation and can drive employee engagement too.

Focus on demonstrating the value of your ideas through concrete results and examples. Listen actively to their concerns and address them with empathy and understanding. Seek opportunities to collaborate and showcase your expertise gradually, earning their confidence over time

Along with preparing your pitch with clarity and evidence, consider framing your idea within the broader organizational goals and objectives. Highlight how your proposal aligns with the company's mission, vision, and values, demonstrating its potential to contribute to overarching success. Furthermore, emphasize the collaborative nature of your approach by inviting your boss to provide feedback and suggestions, fostering a sense of ownership and partnership in the decision-making process. Finally, showcase your adaptability and willingness to iterate on your idea based on feedback, illustrating your commitment to finding the best solution for the organization as a whole.

Embrace collaboration. Approach your boss with a collaborative mindset, recognizing that they bring valuable insights and perspectives to the table. Instead of viewing resistance as a barrier, see it as an opportunity to engage in meaningful dialogue and co-create solutions together. Actively listen to your boss's concerns and ideas, and be willing to integrate their input into your proposals. By embracing collaboration, you demonstrate your commitment to teamwork and collective problem-solving, ultimately leading to stronger buy-in and support for your initiatives.

Having an initial intake meeting with the executive you're supporting is a great way to ensure you're listening and taking into account their perspectives before you even pitch your idea. I've found that many leaders are open to new ideas and ways of working if you bring them along in the process.

"In God we trust. All others bring data" is a brilliant quote from W Edwards Deming, refering to the importance of data measurement and analysis in organisations. All bosses are faced with a choice about how to spend limited resourse. Backing your ideas up with data and defining how success with be measured against business metrics will help to make your business case the most compelling.

I have so many questions before I can answer this question. Who is your boss? Why are they resistant? Have they told you or are you assuming? What’s the context of your ask? So. Many. Seriously.

-Talk to peers in other companies that have done what you are trying to do so you have relatable examples -If you are trying to solve a problem or overcome a barrier, bring two or three ideas with options that have different capacity and resource commitments -Share a little at a time; gain some small wins, key learnings, and build momentum to help decrease resistance for the next ideas

I talk about consistency a lot on here. Not all strategies are overnight successes. In building trust, its the day in, day out actions that prove why a particular tactic is the right one. The little things we do add up. So, if your boss has said 'no' , there would be good reason. Ask 'why?' and how their no fits into the bigger strategy and where we can tweak it to bring us back aligned. No's are never easy but they are feedback to understand a perspective you may not yet know. Deep dive.

Your boss speaks the language of business. You, as the communication professional, speak the language of clarity. Connect the two to win. When you start with needs and roles, the terrain becomes easier to navigate. You’ll gain clarity on HOW to make and present your business case effectively, as opposed to coming out of a vacuum. Because it’s not about you, and it’s not about being right. It’s about what’s best for business, and who holds the cards in this pursuit. Smarter, not harder. Partner, not subordinate.