We need the person with decision making power, and that is often divided among a small group of people in high positions.
Executives having decision-making powers also look for engagement initiatives, peer support and market data before making a final decision.
MORE IDEAS FROM THE ARTICLE
Many young people working in the corporate sector have innovative, big ideas that can bring substantial change in their organizations and even in the world. The barriers they come across are equally large.
An entry-level employee had limited connections and leverage, unable to make any big decisions. Those having power and status in the organization have their own beliefs and assumptions, apart from the usual arrogance of position. Often these powerful people are causing roadblocks.
To get over this challenge, we need to work with those in power, making them listen and believe in us.
After the decision-maker is identified, we need to find a ‘champion’, mostly a middle-level employee who can bring your ideas and thoughts to high-level meetings that you may not be invited to.
If the idea is small, the problem may be solved easily, but if it is a large, disruptive idea, we may need someone who has power and influence over those in high positions.
We may first need to build trust in our chosen champion, making him or her respect you as a professional, and believe in your credibility.
Before pitching the idea to our champion, we need to stress-test it, creating a robust pitch that does not have holes or logic gaps.
One can gather feedback from multiple stakeholders or someone in the team which is directly impacted by the proposal.
Stakeholders may add or subtract from our pitch as they have access to certain information that may not be available to us.
Pitch the idea to the champion with a clear objective, purpose and a strong backing of numbers and evidence. Identify the audience and how they are going to pay attention(which is costly in today’s world) to the new-fangled idea. Focus less on theory and more on implementation.
Navigating through all the obstacles to get your idea to the big guys isn’t a cakewalk, and patience is key here. What may help you is:
We need to look at the kind of idea we plan to propose and figure out who would have the power to implement the same. Study the power dynamics of your company using the RACI matrix:
Once the idea is pitched to the champion, we would either get a thumbs up or we won’t.
To be effective in organizations today, you must be able to influence people. Your title alone isn’t always enough to sway others, nor do you always have a formal position.
Having influence in the workplace has clear value : You get more done and you advance the projects you care about and are responsible for, which means you’re more likely to be noticed, get promoted, and receive raises.
Generating creative ideas is easy. Selling them to strangers is hard. The ability to sell an idea has as much to do with the seller's traits as the idea's inherent quality.
Judgments about the pitcher's ability to come up with workable ideas can interfere with the perception of the idea's worth. That means that when you're preparing to pitch your idea to strangers, your audience will put you in a box. And in less than 150 milliseconds.