Que faites-vous si vos supérieurs sont sceptiques à l’égard de vos idées et de vos initiatives ?

Understanding your audience, including your superiors, is crucial before preparing a presentation. By researching their goals, interests, concerns, pain points, challenges, and decision-making processes, you can tailor your message to their needs and expectations, anticipate questions and objections, and prepare suitable responses. This approach enhances the effectiveness of your presentation and increases the likelihood of achieving your desired outcomes.

¡No subestimes el poder de hablarle al hemisferio predominante de esa persona que te va a escuchar! Si es más lógico, involucra datos, números... Si es más emocional, activa la magia del storytelling Si es más central, muestra casos exitosos de otros en la industria

Conoce su industria y en qué trabajan, o estudian, o pasan el día, y explora cuáles son sus problemas o "insights" más populares. Esto lo puedes manejar con el abordaje inicial o la lista de inscripción previa y anticipar esa información con quien hace la convocatoria. Por ejemplo, si son emprendedores, haz un poco de investigación de cuáles son las temáticas más frecuentes, por ejemplo, conecta con cómo manejan sus tiempos entre otras decenas de cosas.

Para persuadir superiores céticos sobre suas ideias, é importante entender suas preocupações, respaldar sua proposta com dados, e apresentar um plano detalhado, incluindo exemplos de sucesso e a sugestão de um projeto piloto. Esteja aberto ao feedback, seja paciente e persistente, e foque em construir sua credibilidade. Uma comunicação clara e eficaz, destacando os benefícios para a organização, é essencial para ganhar apoio.

ALGUNAS IDEAS PARA EMPEZAR, EN PRIMER LUGAR EXPONER LA PRESENTACIÓN DE MANERA SEGURA SIN DUBITAR, LUEGO TENER UN INICIO, UN DESENLACE Y UN FINAL.

Understand the concerns and perspectives of your superiors before presenting your idea. Anticipate potential objections and prepare responses to address them. Present your idea in a clear, concise, and compelling manner. Use data, evidence, and examples to support the feasibility and benefits of your idea. Frame your idea in terms of how it aligns with the goals and priorities of the organization. Highlight the potential impact and value that your idea can bring to the team or company. Be open to feedback and willing to make adjustments based on their input. Build credibility by showcasing your expertise and track record of success in similar initiatives.

Being able to clearly articulate your ideas is at the heart of good communication. We connect through stories over facts, and make decisions primarily based on emotion, not logic. Are you using storytelling & narrative techniques to connect with your superiors? Are you demonstrating why you care about your ideas and why they should to, or are you simply telling them about an end product. We are much more likely to embrace a new idea or initiative if we can see ourselves on the journey and feel what the direct impact will be- through storytelling you can build that journey FOR your superiors.

DENTRO DEL PROYECTO TIENEN QUE INVOLUCRARSE CUESTIONES COMO LA MISION, LA VISION Y LOS VALORES, DE DICHO TRABAJO, PERO POR SOBRE TODAS LAS HWRRAMIENTAS, LOS OBJETIVOS, SON FUNDAMENTALES .

Present your idea in a calm and convincing manner, drawing out the benefits and challenges, if any, and the possible solutions to them. However, make sure your ideas resonates with the goals and objectives if the organization.

One thing I haven’t seen noted yet that is a common miss is the value of incremental feedback. Too often our fear, or competitiveness, or confidence, or <insert personality trait that has caused you failure before>, keeps us from using the relationships and expertise we have available to us. At the time of presentation to leaders should never be the first time the leadership group hears about the topic. Be incremental in building your case, learning what others don’t know, testing the theories, and lastly, I have always found things go better when you have a script (always).

EL TRABAJO DEBE TENER SUS RIESGOS, PERO ES IMPORTANTE SER COHERENTE A LA HORA DE PRESENTAR EL PROYECTO. LO IMPORTANTE ES DEJAR EN CLARO QUE EXISTEN DIFERENTES VARIANTES, Y NO QUEDARSE CON UNA OPCIÓN, ASI PODER ELEGIR, SI ARRIESGAMOS O NO.

One thing you can do to demonstrate the impact of your ideas / initiatives is to use customer feedback to substantiate what you're proposing. If your ideas have been generated by customer input and, especially if customers have suggested they would be willing to purchase / continue to buy from you if you did such and such, this is critical information to supply. This input becomes even more valuable if you can also demonstrate you have lost sales to competitors because you haven't been doing / providing such and such prior to your proposal. I used this all the time in product management. It's just as important to talk to people that don't buy your solution as it is to talk to people that do.

I expect their skepticism, I am bringing ideas that are untested departures from their thinking. I recognize that they were once subject to as much scrutiny and they are also vested in the ideas they have built their careers on. I look to others for inspiration.

Show, don't tell. You don't always need the support and approval of your superiors; you just need to believe you know your target audience well enough, and that what you are about to do positively strikes a relevant cord within those people. Try out an MVP, test the waters, receive feedback and improve, and aim for impact, the most important metric. Be ready to accept defeat, but not without trying.

Our superiors play a vital role in our journey towards success in life. Ignoring their guidance and support is not a wise option. Therefore, it is imperative to always strive to ensure that our superiors see the good in our work and efforts. This will help build a healthy and productive relationship with them and enable us to achieve our goals with their valuable support and guidance.

Everyone has selfish motives whether we want to admit it or not. Since we all have selfish motivations we need to speak to them when addressing others. When presenting your ideas it's important to let them know "what's in it for them" with your ideas. By showing how they benefit they may be more likely to support your ideas.

Utilize opportunities to share "why" you are passionate about your ideas and initiatives. Connecting and asking for testimony from others creates a sense of solidarity around your purpose. Spend just as much time actively listening as you do speaking strongly.

Be Humble. The more experience you have the more pride you’ll possesses. Even subconsciously. Understanding why you have, or why feel you have lost that faith and confidence is important. Seek feedback and try to make the necessary adjustments. Soul searching takes time, and the hardest part is often getting past the reality that whether it is something you do or have done OR if it is something/someone external to your actions pr outputs… you can only control you. Fixing it in order to find your success or comfort again, is going to take an effort from you. No one else is going or really able to do that for you.

¿Has pensado explorar otro espacio de trabajo donde tus ideas e iniciativas sean escuchadas y valoradas? Lo que fue un escenario laboral válido para ti en algún momento de tu vida, puedo dejar de serlo en el camino de tu crecimiento profesional...