What do you do if your ideas aren't being heard by your boss?

Fortunately, in the last 9 years as my own boss, I don't have this problem any more. But in my 25 years in corporates it did happen a few time. I basically had 2 strategies : ( 1 )Canvass support from key stakeholders BEFORE presenting the idea to the boss in a leadership team meeting. ( 2 ) Just do it quietly, without asking anyone for permission, and keeping things below the radar. Once it's done and dusted, it becomes a fait accompli, and no one really objects unless you goof up. 1 thing I learned early on in my career was not to approach the boss with a problem, and dump it on his or her plate. Instead, I always went with a problem accompanied with a recommended course of action.

It is very important to articulate or convey your idea to your boss in a way to reflects and forecasts the bigger picture. Sharing ideas in casual conversation may not be heard well and potentially ignored. Ensure to share the Idea either during team meetings/brainstorming or during one-to-one meetings with full explanations, examples, facts, and figure to convince it. Choose the best time and place to share your idea to hear it well.

If your ideas are getting ghosted by the boss, it’s time for a strategy refresh. Before you pitch, do a self-check. Are your ideas tighter than a hipster's skinny jeans, or are they more like spaghetti thrown at the wall? Next, channel your inner detective and think like your boss. What's going to make their eyes light up? Prep for those curveball questions they might throw. If you’re still hitting the silent treatment, find the right moment, maybe right after the third coffee of the day when their spirits are high or after a big win when everyone's feeling good. Sometimes, timing is everything.

The best tip for reflection is what does this idea mean to my boss and how could they interpret it about themselves. When I was early in my career, I pitched an idea that would have saved $10s of millions per year. I thought my boss would be thrilled. What I didn't understand is what could this be interpreted about him. He found it to be threatening to his career since he signed off on the previous way so he felt that it didn't matter that he hired me to save money, how I did it was more important. He killed the idea and that was devastating to my mental health and career with that company. Always try to look at it from their perspective. It will be hard at first, and you may not get it right, but it will give you more success.

Timing is indeed crucial, but it's not just about finding the right moment when your boss is available. It's also about understanding the broader context of their workflow and priorities. Consider aligning your idea with ongoing projects or company goals to demonstrate its relevance and potential impact. Additionally, gauge the atmosphere of the workplace; presenting ideas during periods of high stress or tight deadlines may not yield the best results. By being mindful of both timing and context, you can increase the likelihood of your ideas being heard and appreciated by your boss.

Yes, timing matters. For example when meetings were held in person, more, offering to walk your boss from one meeting to the next in order to have five minutes with them to discuss something important was really valuable. And, excellent use of their limited time. First, ask them if you can do so, rather than assuming that they are OK with you walking them to their meeting. In a hybrid or remote environment, this this opportunity infrequently. In which case using internal messaging systems whether that be slack, G-chat or text messaging to ask them for five or 10 minutes of their time allows them to suggest a time that works best for them. Priming them for you to then have a productive conversation.

For me, timing and delivery MATTERS. I need to be in the right headspace for a new or old pitch. For your boss, identify the correct time and audience to deliver your message. Speak in a manner they will actually hear you....

Timing is crucial when it comes to presenting ideas to your boss. Choose the right moment to share your ideas when your boss is likely to be receptive and available to listen. Avoid presenting ideas during times of high stress or when your boss is preoccupied with other matters. By timing your communications strategically, you can increase the likelihood of your ideas being heard and considered seriously.

Strike while the iron's receptive! Don't unload your ideas when your boss is juggling flaming chainsaws. Pick a calm moment for maximum impact. Here's the golden rule: Catch them when they're catching their breath, not drowning in deadlines. Bonus points for scheduling a dedicated meeting to ensure their full attention.

To make an effective pitch, also consider your boss's style. Do they prefer data? Stories? Visuals? Quick hits or shared brainstorming sessions? Fully baked, or an inkling of an idea? A deck, a spreadsheet, or a conversation over lunch? Do they need to feel like it's their idea? Meet them where they are. Also recognize what is in your boss's authority to decide and what may need more organizational influence. A lot of folks get discouraged when the first conversation doesn't result in a decision or action. Stay with it and learn what your boss may need to get behind your idea. That may depend on its complexity, budget requirements, and the number of people affected.

Agree with all the ideas suggested, but when I kept running into dead ends at my former employer I found another employer that was more than willing to listen. I now work for an employer with coworkers and a manager where my values are in alignment and my work is appreciated. Sometimes you have to be willing to trust your passion and make a move.

There are many ways to address these challenges, some of proven ways to be successful in selling ideas are: Ask Open-Ended Questions: Instead of yes-or-no queries, ask questions that encourage detailed responses. For example, inquire, “What are your thoughts on implementing this idea?” rather than asking, “Do you think this idea could work?” Use Body Language as Encouragement: Nod to show active listening while your boss talks and present your ideas as considerations. For instance, say, “I’ve been thinking about X. How would you recommend proceeding?” Be Professional Yet Assertive: Schedule a brief meeting with your boss. The elevator speech is key in convincing someone or selling an idea.

How does your idea solve a problem for your boss or the company? If you can’t make that clear you will never get their attention. Use storytelling to paint the picture.

For maximum impact, focus on the "why" not the "what." Clearly explain how your proposal aligns with strategic objectives and how it benefits the company. Think "value proposition" not just presentation.

Understand Their Perspective: There might be a reason your boss is hesitant. Listen to their concerns and address them directly. Be Open to Feedback: Even if they reject the idea entirely, see if there are points you can learn from and improve upon.

Listening actively to your boss is essential for building rapport and fostering open communication. Take the time to understand your boss's perspectives, priorities, and concerns. Listen attentively to their feedback and suggestions, demonstrating empathy and respect for their viewpoints. By listening actively, you can gain valuable insights into your boss's preferences and communication style, which can inform how you present your ideas in the future.

Present, then pause. After outlining your proposal, actively listen to your manager's feedback. Their insights are gold and can refine your idea or reveal new considerations. It demonstrates respect for their expertise and fosters a collaborative environment.

Active listening is essential for understanding your boss's ideas effectively. When you present your own ideas, asking for feedback and attentively listening to the response, while maintaining eye contact, helps your boss feel heard and respected. Practice listening without assumptions, and ask clarifying questions after your boss finishes speaking. This approach demonstrates your commitment to understanding their perspective and enhances effective communication in the workplace.

Be persistent and follow up. Do not let rejection discourage you! It's important to remember that your ideas may only be accepted after a while. However, refining and presenting them and being open to feedback and constructive criticism can increase their chances of gaining traction. Persistence and resilience are key when bringing your ideas to life. Keep at it, and success will follow.

Seek developmental feedback from the "boss" you submitted the idea to. Ask if there's a way they would have preferred the idea be positioned, or more specifically, what was it about the idea they didn't think would work. If you have a boss who is not generous with their feedback enlist the services of a mentor/confidante to bounce your idea around with and who you know will give you the feedback you need (albeit may not want to hear!).

I agree follow-up helps and is needed. Additionally you may also try to understand why has the idea been ignored - is it that the manager doesn’t find value in what you are saying? Or the idea might be good, but not valid in the context of the organisation? So I urge you to step into the shoes of your manager and understand his/her perspective.

Sometimes it's just not the right time. Following up shows you have considered that perspective. When you first introduce a proposal, ask for clarity around next steps. If the answer is no and it's something you truly believe would be beneficial, consider a few options: First, did you provide enough of the right rationale? If your boss doesn't see the impact, they're not likely to say yes. Second, did you ask what the hesitations are for not adopting the proposal? Maybe you can help clarify or ask about a pilot program. Lastly, did you ask when you can revisit the proposal again together? Your boss might have more insight around when the right time to initiate this proposal might be. When you get a response, get it on the calendar.

Consider approaching or searching out the topic or issues from a different angle and presenting it in a different format that suits or getting the attention of your boss or the management

If there’s no strong mentorship internally (does not have to be your direct boss, but somebody else trusted and admired within the organization) then – I highly encourage you to seek mentorship externally. It is hard to come by free-coaching and mentorship unless it’s somebody that you used to work with but once in a while, you will come across a program for a specific group like women in STEM fields or new immigrants to the country. Take advantage of those! If you don’t have previous bosses or acquaintances that are in similar or higher positions than you, I highly recommend via recommendation/references, finding a mentor. Otherwise you’re going to potentially suffer alone, and in silence without the right guidance.

I work for a private, family-owned company and I have found that if I discuss the ideas with the younger generation family members and get their support, I have a lot more success in getting at least a portion of my ideas accepted. I actually think this method of recruiting support would be even more successful in a public company.

Seeking mentorship from trusted colleagues or mentors can provide valuable support and guidance when your ideas aren't being heard by your boss. Engage with individuals who have experience navigating similar situations and seek their advice on how to effectively communicate and advocate for your ideas. A mentor can offer perspective, feedback, and encouragement to help you develop strategies for getting your ideas noticed and valued by your boss.

Find an Ally: Talk to a trusted colleague or someone outside your department for another perspective. Upskill Yourself: Consider taking communication or presentation skills courses to become a more persuasive advocate for your ideas.

A few things I’ve found helpful: • Identify the tasks, ideas or projects you’re passionate about that you’d like to share with your leader , as this will be your outline • Have an overview of your skill sets and highlight other projects you’ve helped with that align with those ideas and strengths/skill sets • Show recent examples where you were sought out for support, consulting and mentoring on a project, tasks, program etc • Actively mentor others outside your immediate team or department as this shows the impact of your relationship building skills and strengths. The relationships that you make outside your team will support your expertise, impact and skill sets. • Seek out mentorship and sponsorship from others outside your team •

In increasingly distributed and matrixed organisations, it may not always be your boss who needs to hear your ideas. Think more broadly across the stakeholders who may be positively impacted and would sponsor or otherwise take on your proposal.

If your boss isn’t listening to you, which is very different than them not taking your recommendations, go find someone worth working for.

An astute and wise manager will be able to see value in a data sound idea that can demonstrate measurable impact. However even the best managers can sometimes get it wrong. In that case one man’s burden may be another man’s blessing. If for whatever reason the manager, despite all the necessary due diligence and efforts, is not sold on your ideas then find another sponsor or stakeholder who has a vested interest.There is always someone who wants what you have to offer and will provide you with the support and resources to bring that idea to life. So do not limit yourself, find another sponsor and I can assure you they are there.

Most do not consider question-types as they explore how to assess getting heard by their bosses or others they work with. Asking clarifying questions - for example - “can you please clarify your main concern with my idea?” Then invite their feedback - for example - “what aspects to my idea do you think might be challenging to implement?” Asking for collaboration - for example - “how can we work together to refine this idea to make it more feasible?” Demonstrating with curiosity and using a solid understanding of question-types and what data they will offer is how you negotiate cooperation.

First and foremost is this a one time issue or a recurring issue. Based on that one will need to proceed . If it's a one time or recent issue you need to be patient and empathetic If it's an old issue then you need to have a candid conversation with your boss as your ideas may require some strategic shift