There’s a bad habit pervasive at work: not knowing what’s important to your boss and/or other people involved in approving your projects.
You keep sending project updates, adding more data to your PowerPoint presentations, researching additional industry best practices, writing emails warning that you need approvals now so as not to incur greater costs or fall behind deadlines.
And you hear nothing from your boss or client.
You complain to your team mates and become more and more frustrated. It’s like spitting in the wind.
I’ve heard this story over and over again in advising project teams and self-identified Rebels at Work.
“‘Do you know what’s most important to your boss? Is your project or proposal addressing what’s most important to her,’ I ask.”
SILENCE.
And then a quick, "Wait, what?" and recognition of something so obvious people can't believe they have forgotten to do it.
They don’t know what’s most important to their boss. (As an aside: there’s often a disconnect between stated goals and what’s most important.)
This is why so many good ideas and projects get stalled. Bosses focus on what’s most important and ignore ideas that they don’t see as relevant.
Some suggestions:
- Ask your boss (or clients or others with whom you need cooperation) what’s most important to them and why.
- Show people how your idea supports what’s important.
- When seeking feedback, ask how important on a scale of 1-10 the proposed idea is to them. If it’s six or below, realize you're probably not going to make much progress. It’s not a priority. Put your energy somewhere else.
- Ask what would move the idea from a six to an eight or nine.
- During a meeting when people start talking why an idea won’t work stop the negativity quickly by asking, “How important on a scale of 1-10 is this idea to us?” If it’s not important, move on to a different topic. If it IS important, reframe the conversation to “this idea will work IF we…” vs. “this won’t work because…”
Lastly, remember that bosses love learning what the organization can STOP doing. When you have a clear understanding of what’s important, earn credibility and trust by recommending what to stop.
It’s disappointing to learn that a great idea or new approach isn’t important. But the sooner you know, the sooner you can focus on what does matter.
ps – For all you bosses out there, be proactive and explain what is most important on a regular basis. You have no idea how much work and wasted energy goes on by bright people on your team.