Here's how you can persuade your boss to back your ideas or initiatives.

Understand their persona, so the way you build and present your case matches the way they prefer to be presented with information - do they like it concise, and direct to the point? Or do they prefer comprehensive presentations? Do they prefer you come with a final proposal or do they want to be involved in the brainstorming process? Try to have a solid understanding of what’s important to them, what are their goals. This enables you to articulate clearly how your idea can contribute or add value to their objectives.

My approach will be as follows; 1) Gather data and evidence to support my idea 2) Focus on how my idea will solve a problem, improve efficiency, or contribute to the company’s success. 3) Outline a clear, actionable plan for implementing my idea, including timelines, resources needed, and potential challenges, making sure that the overall goals and priorities of the organization and my boss’s objectives are aligned. 4) Keeping an open mind and be ready to tweak the idea based on the feedback I receive to make it more appealing or feasible.

When talking to high-level executives it's important to frame things in a way that speaks to how they see the business. A good framework I've used is to put everything in the context of: 1. Making money 2. Saving money 3. Addressing/minimising risk There's nothing that doesn't fit in one of these in some way. If you can make a strong case for how you're improving one or more of those, it's easier to get to a Yes.

The chances of a proposal being heard and accepted is directly proportional to the connect, trust and respect that one has built with thier boss. These factors ensure that the boss already is aware that your proposal covers the basics of alignment, risk management and financial implications (both direct and indirect). What one has to be prepared with is the cause that is, what is the primary reason for the proposal. It has be one or more of the below: 1. Accelerate (delivery of goods / services) 2. Eliminate (impedements, debt, etc) 3. Innovate (to either accelerate or eliminate) 4. Disrupt (Bring a totally point to view)

The traditional chase for boss approval can stifle great ideas. But what if there's a better way? Like a team way! Instead of a solo pitch, focus on building team support. By rallying your team and highlighting how your initiative aligns with their strengths, you can create momentum and champion change. This agile approach fosters ownership, buy-in, and faster implementation, leading to better results for everyone. Yes, let's get the idea to the boss. Better yet let's get the idea to the organization that the boss is, at best, its gatekeeper. Let's be creative to get the boss' buy-in so we can make the boss, the team, and the organization look good to its internal and external stakeholders. Please share your thoughts in the comments!

Be transparent about both the costs and benefits of your initiative. While highlighting the potential gains, acknowledge potential upfront investments and propose strategies to mitigate them.

Most times, senior stakeholders might already be working to solve an existing problem or achieve a goal. If you can pick one such problem or goal, and solve for that, you are likely to gain support. It shows you are committed to align your efforts with the rest of the team. You don’t have to find one more problem and then try to solve it. Solve the existing ones and you will gain their trust.

Be data-driven. Be transparent. Be concise. Make it real. Use data and concrete metrics to show the potential impact of your idea. Whether it’s increased revenue, cost savings, improved customer satisfaction, or enhanced operational efficiency, quantifiable benefits make a compelling case. You must show that you have considered the risks & challenges so you are realistic with your idea. A SWOT analysis table is a tool to demonstrate this. Your boss is likely busy with a lot on their plate, so help understand your idea by being efficient & concise with your presentation. Present case studies or examples from other companies or departments where similar initiatives have been successful.

Getting your boss to support your idea must be done gently; In 2019, when I was appointed Head of programming for a vital event at the United Nations, I came with the idea of creating the first live performance with artists of diverse origins. The steering committee of which I was a member did not agree. I managed to convince the president by acknowledging the importance of promoting cultural diversity through the arts; she liked and support the idea. We had artists from 25 different countries and it was a huge success !

Data speaks volumes, it's always fruitful when you back your idea with data, facts and figures. Any reference to the idea and the positive outcome that it has yield in the past for someone. Return on investment (if any investment is required) should also be told upfront to make your case stronger.

This goes back to being emotionally intelligent. It can’t be over emphasised. You need to be able to “read the room”. It is important that you identify when and what to communicate at the “right” time.

Be mindful of your boss's current workload and stress levels. Avoid pitching your idea during periods of crisis or tight deadlines. Choose a time when they're more receptive and have the bandwidth to consider your proposal thoughtfully.

These days it's very difficult to manage the workload along with personal commitments and as a person grows in an organisation, the more difficult it becomes. Many times, an idea can get simply denied as the senior management wasn't in a mood to listen or understand it.

Ideation and innovation are important for every organisation. Consider the cadence of when and how your organisation reviews investment or makes decision, what governance, what forum and when. Stakeholder buy-in (pre-presentation story telling) is useful to win hearts and minds and take people on the journey. Other considerations are what else is going on across your organisation and the external landscape.

Make an appointment with you boss. If this idea is important to you and you're wanting support give yourself the best opportunity to discuss it with your manager. When you set up the meeting provide an agenda so everyone is clear about the purpose of it. If possible, don't schedule the meeting in an already packed day or week. Your goal is to get their attention - so if they've not had time to breath between meetings they may not be entirely receptive.

This is crucial as it also helps to amplify the fact that your proposal indeed is required and aligns with the needs of others. Its not thought out of thin air.

Getting allies to support your strongest cases to get your idea approved by your boss. If you can align with the companies strategic goals & KPIs it shows you have an understanding of the big picture. If you align with the team/department objectives your boss is accountable it shows you have your boss & teams best interest in mind. If you can understand the objectives & what is important to your colleagues in different departments. Showcase how your idea is aligned with their goals to get their support you have hit the jackpot! This is getting buy-in from cross functional stakeholder to champion your idea which is in alignment with company strategy. From my experience this combined with data is the best ways to get you idea approved.

The first principle of ‘Influence without authority’ is to find out those one or two individuals out of 10 who have high probability of understanding your thoughts and support your idea. It enhances the level of trust for the remaining 8 and is definitely a skill worth learning.

When you present your proposal, highlight the fact that you have buy-in from other departments. This demonstrates broader organizational support and strengthens your case.

The best thing while presenting a idea is to align a one or two colleagues who have a good rapport with senior management which makes it easier to pitch and defend the idea. It also helps in getting more brownie points as those colleagues will then also come back to you if you get any such ideas.

Before you start preparing to communicate your idea, think about what you want your boss to take away, how you want them to feel about your idea and what information they need to make a decision. This will help to decide the level of detail you go into and the best way to share. Anticipate the questions they might ask you and the blockers that could get in your way, and be prepared to address them.

Express your enthusiasm for your idea, but balance it with professionalism. Be prepared to answer questions and address potential concerns.

If you are coming to this with a thought through and rehearsed presentation strategy, your communication should seamlessly flow from your delivery deck. This will enhance your commitment to your proposal and also make those on the other side realise this is a structured and detailed presentation that needs to be given proper consideration

Remember, with opinion comes counter-arguments! Encourage healthy debate by anticipating potential objections and offering counterpoints. This will spark lively discussions and make your content more engaging.

Clear and articulate communication is crucial in today’s business environment. When presenting ideas: - Avoid jargon and keep your message simple. - Use visual aids (like white boarding) to clarify complex points and support your ideas with solid facts and data. - Clearly state the purpose of your communication, whether it's informational or requires action / support, and specify your requests. - Engage your audience by actively listening and encouraging feedback. Effective communication ensures your message is understood and valued, making your ideas not just heard but comprehended.

As your Boss would have other priorities, regular follow up will do no harm (but not to be overdone as well). Your follow up will show your keenness and in case if some additional data point is required by your Boss, the same can also be provided.

En matière de suivi, il faut adopter une approche proactive, en invitant le patron à des réunions régulières de suivi. Bien entendu, en tenant compte de son calendrier.

Regular follow up is crucial to get traction. Your boss might have a lot of things on their plate. Follow up should be strategic, keeping happenings in your organisation and in relevant areas in mind, e.g., if your pitch is for adoption of Gen AI, follow ups should keep the latest developments in mind.

Bring alternatives! If the first idea doesn’t land as you expected, are there other solutions to the same issue? Presenting multiple options (even if similar) empowers the listeners to actively participate by debating the merits of each alternative and decreases the odds of receiving a flat-out “no” to your pitch.

Consider how you are going to respond if they are not in agreement with your idea. It can be really frustrating and demoralising to be told "no" when you've worked hard on something you are passionate about. Your response / reaction to their lack of buy-in will impact your relationship. But it's also a great learning opportunity. Ask for feedback on your idea and how you pitched it. Also asked if it's something they'd be willing to revisit in the future. Or if they will introduce you to someone else in the organisation who might be interested in your idea.

Touch on the concept of identifying and engaging with unexpected stakeholders who might emerge during a project. This could be a positive or negative influence, so it's important to be prepared.

Afin de maximiser l’impact de votre proposition, restez flexible et ouvert aux retours. De façon concrète : - Adaptez votre idée en fonction des commentaires de votre patron, montrant ainsi votre volonté de collaborer. - Illustrez votre proposition avec des exemples de réussite provenant d’autres entreprises. - Ne pas hésiter à faire recours à du storytelling convaincant.

Understand what are key constraints of your idea e.g if it has budget/resource constraint and your company is going through cost cutting than how much of persuasion you would do getting buy-in would be difficult. If your idea aligns to your organization goal or your boss KRA, you can always use your stakeholder influence to persuade your boss