Q: I have some ideas for some changes in my department at work. The problem is my boss. She’s resistant to change and views suggestions as being “undermined’’ by her staff. I am excited about my ideas and think they’ll really help. How do you broach ideas for change with your superiors, particularly if they aren’t receptive? Or am I out of line?
A: Change is very threatening to many people. Some people are energized by it — as you seem to be — but others see it as personal criticism of their management or feel their role is being co-opted when something isn’t their idea.
Let’s make sure you’ve been on the job more than a week. Do you have enough experience to understand the situation and implications? Make sure your suggestions really are good ideas, because they might not be. Run your ideas by a critical colleague or a former manager at another company for feedback. Just because you have an idea doesn’t mean it’s good or that it hasn’t already been tried. What are the desired outcomes? There might be factors you aren’t aware of or consequences you aren’t considering, so test your ideas first.
If you’re confident in your suggestions, begin by figuring out what motivates your boss. Is she motivated by increased revenue, decreased time to action, decreased cost? Whatever it may be, introducing your first change as addressing these issues is a great way to get your ideas in the door. You’ll also demonstrate your commitment and desire to work with your boss in alignment with her priorities. It’s vital to convey how much you enjoy your job and how committed you are to the organization — its success and your boss’s success — and that you’d love to talk with her about her vision. Get your boss talking about her vision and ask directed questions to segue into one of your suggestions; for example, “That’s really interesting; do you mean something like . . . ?’’ This tactic will portray your suggestions as arising organically and collaboratively. You may have to come at it from the side like this; coming at an issue head-on isn’t always effective, especially when you sense resistance. Focus on getting your boss’s buy in and support, so she sees you as on her team and not as a threat. This will allow you to continue to work your suggestions into the organization one at a time.
It’s important not to place any blame or hint that things aren’t working in these conversations. Emphasize the collaborative, developmental aspects of your suggestion and link it to your boss’s influence and goals for the team: “You’ve often talked about the importance of continuous improvement, and. . . . ’’ You don’t necessarily want to minimize your own contributions here, but again, place collaboration and teamwork at the forefront. At some point, you will want to make sure you’re getting the credit and recognition for a great idea, without it being co-opted by a superior. But for the first suggestion or so, you might have to let that happen. In this situation, you are still benefiting by building valuable credibility with your boss. However, if you regularly aren’t recognized for your contributions, you may have to go above your boss to the next level of management.
Good managers welcome good ideas and appreciate team members who raise their hand and take the risk of having an idea shot down. They see their job as developing talent, and they reward people who come forward with ideas and opportunities for the business, rather than just sitting by, protecting turf, and showing insecurity.
Elaine Varelas is managing partner at Keystone Partners, a career management firm in Boston, and serves on the board of Career Partners International.
