My ideas never seem to get anywhere because of bureaucracy and an aversion to risk. How can I persuade other people that new ideas are not always dangerous and can actually be of use to my organisation?
In a CMI survey about decision-making, a high proportion of managers suggested they had made decisions against their better judgement. Yet, these same managers still claim to be confident about their ability to make decisions, going forward.
Many of the managers questioned felt that mistakes had been made to due time constraints and pressure from senior colleagues. And these points lead to the first consideration you should think about. Namely, to persuade other people that your ideas may have value, don’t try and rush them into a reaction. Allowing time for reflection can be the difference between a quick fix and long term winning strategy. Of course, some decisions need a rapid response, but consideration ultimately leads to balanced decisions.
Consultation is also crucial. The survey showed that 78 per cent seek colleagues’ advice before selecting an option. So if you really want others to explore your ideas, give them the chance to become involved in the idea generation. In practice, this may mean asking and building on their opinion, because, if you demonstrate that you value their input, you are more likely to achieve buy-in.
One of the biggest challenges is to show how your idea can add value to the business. Remember, decisions impact on those around you, so demonstrate that you have assessed the pros and cons objectively. Part of this is about showing how the idea fits into current business plans and where it is likely to lead. In other words, whilst gut instinct may be where your idea came from, to convince others you need to demonstrate that you have assessed the relevant factors and tested your idea.
And of course, make sure you communicate your ideas clearly on an ongoing basis because good ideas do evolve. Ultimately, if you want others to accept your ideas, don’t leave understanding to chance. It’s a guaranteed way to mismanage expectations and, if things go wrong, will reduce acceptance of other ideas in the future.
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