Employee ideas tend to weigh the gold down is a lead commodity
For many companies, the “improvements” achieved by the employees themselves mean significant improvements in performance and production as well as significant cost savings. However, many employees complain that their good ideas are ignored by company management. However, this is usually not because their ego will prevent them from doing so, but rather because of a lack of authority or a focus on short-term tasks, which the idea won’t help much. To enforce your optimizer, you need to prepare a good argument, better supported by data, have peer support, but also be able to sell your idea, so to speak.
Undoubtedly, the company’s biggest assets are its employees, especially those who can do something extra in addition to their routine work: for example, to come up with a great new optimizer, whether it be a new sales strategy, improved internal processes, or improved production tools. Many companies also offer financial rewards to their employees when they come up with a good idea. This is because employee boosts often lead to greater efficiency, reduced costs, or time savings. However, many employees complain that their ideas are ultimately ignored, or overheard but not put into practice. For example, in last year’s Sideways survey 6, 81 percent of employees said they had ideas that could help their business, but a fifth of them said they were afraid to present their ideas, and about a third felt the business owner ignored their ideas and didn’t appreciate them. More than half of the employees believe their company has not succeeded in putting good ideas into practice.
Focus a lot on short-term goals
At the same time, employees often see their leaders and managers ignore their comments because they are convinced they know everything better. However, according to experts, it is usually not the big ego that puts managers in the position of rejecting the new ideas of their subordinates. A recent study published in the online journal Organization Science revealed that all too often, managers’ hands are simply tied due to outside influences. “Many managers in companies act as intermediaries between employees and top management, and in reality they do not have enough power to put employees’ ideas into practice. What is more important is the fact that managers are usually responsible for achieving goals and short-term tasks for which they have limited time. Most of them focus on these short-term goals and either they do not even have time to deal with the idea of the employee, or this idea is not relevant to those short-term goals, and therefore they are neglected or ignored. Comments on the study’s findings Jerry Gemilka, Director of the Corporate Intensive Care Unit that provides activation and interim management for small and medium-sized enterprises. So how can employees push their ideas into the company?
Test your idea “in the field” first
First of all, it is imperative that the employees from the management know who should deal with their idea. But that doesn’t mean you should run after this professional once your head lights up the idea of the philanthropist. Let your idea sit for a while first. Think about it, consider the pros and cons, and also find out if something similar has been taken up in the workplace and what the result is. Then organize all your thoughts on this topic and jot them down on paper. The next appropriate step is to assign your idea to a few trusted colleagues and ask for their opinion. At the same time, prepare for the possibility of doubt, criticism, or even open opposition. If most of your colleagues don’t like your idea, you will have to come to terms with the fact that it may not be as good or appropriate as it sounded, so there is no point in following it. But if his potential is revealed, be prepared to introduce him to the appropriate supervisor.
You must be able to sell your idea
Before you go to the boss’s office with your idea, try to gather at least some relevant data about your philanthropist. Numbers and facts are always better allies than hopes, guesses and personal feelings. It’s also helpful to try to play the role of a trader who sells valuable goods. Your arguments will look much better if your boss sees some enthusiasm and determination. You are not expected to be enthusiastic about your idea if you act too biased. Beware, however, that your enthusiasm does not descend into a fanatical clinging to your idea. Once again, be prepared for doubt and criticism. Try to be patient to answer all questions, and respect different points of view. If you come across something you don’t know during the dialogue, admit it, but show that you are willing to find the answer. Indeed, during this interview, you should feel whether your boss or manager endorse the idea. Even if you notice it, but don’t push the saw completely yet. He needs to be patient and give him enough time to think about things. Also, don’t expect it to end up for you. You must be active, work together to fine-tune the details and show that you are willing to put your energy and time into implementing your idea.
What ideas are most likely to succeed?
It’s also true that some ideas have a better chance of success than others from the start. “Managers and managers generally hear better about improvements related to lowering costs, increasing sales and increasing efficiency. Ideas that help achieve one or more of the stated goals of the company or department or that pertain to a problem facing the company’s management at that time are also more likely to be realized.” Names of Jiří Jemelka. “On the other hand, ideas that make work easier for one employee but add to others, in addition to those that require a lot of money, time and effort, are not very applicable.” Add.