You have a boss who is not open to new ways of doing things. What can you do to change their mind?

Change the job? As long as you can't change the mentality. That's for both. Or, maybe, you are thinking wrong. Anyhow, changing the job should give you an answer, finally, even the conclusion that you were wrong. If you cannot switch the job find the "mid way". Probably will help, both of you. Just thinking ??

Successful change management depends heavily on the buy-in and support of key stakeholders, including senior management such as our reporting officer (Boss). Engaging with stakeholders early in the process, sharing insights about the need for change, and addressing their concerns can lead to greater acceptance and commitment to the change effort. Engaging with critical stakeholders allows us to gain valuable insights, perspectives, and expertise that can inform the change process. Our reporting officer and other stakeholders may offer unique viewpoints, identify potential risks, and suggest improvements that contribute to the success of the change initiative.

The important question to ask yourself is, why such a boss would employ you if change is the last option? This is where the cornerstone is, and of course the secret as to how one should approach with a solution. In any case, one has a limited time to react and prove. My advice is: If you are newly employed, use probation period to identify the issues and then agree timeframes for solving them your way (I have done it in a way where my contract was renewed every 6 months for 2 years, which at the end brought to me total freedom and trust). If you have spent some time with the company, look at your results history, if your results were great, the boss will make you answer, why the change, and if they are mediocre, is he capable to deliver?!?

The first thing to do is to figure out why your boss is resistant to trying new things. Perhaps they are under pressure from upper management, they are acclimatized to the status quo, or they have had negative experiences with past change initiatives. Strive to understand their predicament and difficulties; do not pass judgment or assign blame. Engage in active listening as you inquire about their objectives, anticipations, and apprehensions. In addition to identifying possible points of alignment or resistance, this will help you establish rapport and trust with your boss.

The next thing to do is to demonstrate to your boss how lean manufacturing can help both the company and themselves. Use data and real-world examples to illustrate the benefits of lean manufacturing rather than concentrating on technical specifications or abstract ideas. For example, you can distribute case studies of other businesses that have successfully incorporated lean manufacturing and seen notable increases in profitability, productivity, quality, and customer satisfaction. Additionally, to compare your current performance to industry standards or best practices and identify areas for improvement, you can use gap analysis or benchmarking.

Be part of the lean manufacturing implementation process with your boss. Seek their input in the development, implementation, and assessment of the lean projects rather than forcing them to adopt your concepts or fixes. To find waste sources and chances for process improvement, you may, for instance, ask them to become a member of a cross-functional team that performs a value stream mapping exercise. Along with acknowledging their contributions and input, you can also ask them for comments or suggestions regarding the suggested actions or modifications. By including your supervisor in the process, you can strengthen their sense of commitment and ownership while also addressing any reservations or questions they may have along the way.

Open and transparent communication with stakeholders, including our reporting officer (Boss), helps promote trust and collaboration. Change initiatives often face resistance from various quarters within the organization. By engaging with stakeholders early on, including those who may be resistant to change, we will be able to address concerns proactively, communicate the benefits of the change, and mitigate resistance through dialogue and collaboration.

Reporting officers often hold decision-making authority or influence crucial for implementing changes within a team or organization. Listening to our reporting officer's perspectives, concerns, and feedback is vital. It shows respect, demonstrates our willingness to consider different viewpoints, and allows us to address potential objections or barriers to buy-in. Change management processes can be complex and may encounter resistance or skepticism initially. Patience is needed to navigate through discussions, build consensus, and address concerns over time. Persistence involves consistently advocating for the change, providing updates, and seeking feedback to maintain momentum.