Do you recognize a critical problem? Maybe you have a solution?
Getting it implemented (or even heard) will be a challenge. You need a strategy!
Timing - three aspects follow, the recipient must be free from large distractions, your issue should be a relative high priority compared to other current issues, withhold your case until the issue or its effects come up again.
Bundling - consider tagging your issue on to an existing concern. It will get the synergy of more attention, resources, and time. Be careful that you don't tag along with an issue that may get rejected as your case may die with it.
Framing - is the problem simply a threatening observation (attrition has grown in the past year and people are dissatisfied) "we have lost 10 great people this year which will cost the company $2.5M" or can it be reframed as "I see an opportunity to save $2.5M this year through employee retention efforts, may I look into this further."
Language - accusatory language will create a dismissive or defensive reaction, but objective languange focusing on opportunities and solutions will give you the floor longer.
Involvement - is your issue best presented individually (for you to gain recognition and minimize its premature distraction to others) or would it be best to get the team behind you and increase the support for the topic (and share the risks)?
Approach - publicly put the decision maker on the spot or choose a private meeting or casual event?
This handy outline takes five minutes for you to discover and document your strategy!
Even better, mentor your colleagues with this analysis when you seem them become overly emotional or ineffective.
3 comments:
Read the book - "Critical Conversations". Excellent resource on how to get what you want out of a conversation.
Thank you for the recommendation. I'm looking for it, is the author possibly Kerry Patterson or Wendy Kohli?
Sorry - yes, Kerry Patterson,and the book is Crucial Conversations.
visit www.crucialconversations.com
very good resource.
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