If the boss isn't on board
"Sometimes the hardest thing and the right thing are the same." "All At Once," a song by The Fray
I was speaking this week to a small group of aspiring leaders about investing in people. One person asked how to convince her boss to fund some external coaching for her people. "The boss has to be on board." I stated. "If he or she is not, your idea may be doomed." I'm in the business of coaching, training, and speaking professionally and I've always known, if the boss is not on board, I cannot deliver what needs to be delivered. My offerings are difficult to sell because it is hard for me to tie what I do to an increase in revenue. Indeed, I clearly understand the value proposition - strong leadership, strong performing company, yet many 'bosses' want to see the numbers. "I pay X and my return on that investment will be X." I am able to make a big difference with leaders and teams and there are subordinate leaders with fantastic ideas but it sure helps when the person at the top is a believer.
The boss, of course, has all the power and influence. Great bosses do empower and believe in their people, but they are typically the ones who hold all the risk. If the ship takes on water, employees may jump in the life boats to live (work) another day, but the boss will go down with the ship. Boss's do (or should) see things from a wider view. They may prioritize various projects and finances to allow the company, writ large, to survive and thrive. They may or may not be on board for good reason. Either way, not all is lost.
I gave the woman who asked me the question some tips on how to approach and overcome a boss she believed may not be on board. "First, pick your battles," I said. When trying to sell the boss on an idea, if you are suggesting something which is overly audacious and perhaps not inline with where the company is focused or headed, you will hit stiff resistance. Your idea may not be the one worth falling flat on your face for. "Use his or her words back at them," I said. If the boss wants to achieve more efficiency across the board in the company - people and systems, one could present coaching as an efficiency gaining effort providing examples. "Boss, if we invest in a productivity coach, our sales team can gain a ton of efficiency converting leads into clients. Shedding some distracting behaviors guided by a coach, we can achieve a greater conversion rate. Here is how...." The boss will perk up at 'productivity,' and 'efficiency.' Indeed, he or she will want to see the cost but the idea presenter ought to target the feelings and intent of the boss. If the boss is frustrated by X, provide the solution which relieves their frustration. This is called alignment.
The first step in trying to present something bold and perhaps costly is knowing if the boss is on board. When he or she is not and the idea has merit, muster some courage, do some preparation, try your best to get into the mind and feelings of the boss, and make your case. If he or she doesn't bite, give yourself an A for effort and take pride in your courage but move on. The boss must be on board for X to succeed.
Make it Personal!
Rob
Rob Campbell