Four tips for effective argumentation at work.
It is a common phenomenon in our country that company leaders find it difficult to change old, well-established organizational structures and work processes. This is particularly true when it comes to IT or digital development - even if such initiatives can make work faster and more efficient as well as reducing the burden on colleagues.
Most of the time, the people at lower levels notice the shortcomings but are rarely able to communicate them convincingly to their managers. What are the reasons why most bosses get stuck with an innovation plan?
How can we convince them of the need for improvement? Let’s dig into the topic with the help of our expert.
"Despite the fact that digitalization in workplaces is increasingly inevitable, we often find that a manager is reluctant to go ahead with modernization. This is particularly true when the need for improvement is expressed by lower-level colleagues who are aware of the specific tasks that affect their area.
Of course, the extent to which a workplace supports grassroots initiatives is not the same as the way in which they reach the decision-making level. So if we, as emloyees want to change, careful planning and preparation are essential."
- says Péter Borzák, CEO of INSPYRE, a software development company.
He adds that they are also very often approached by middle-level managers of domestic companies with a digitization idea, which they then present to the CEO with their professional assistance.What can we do to make our boss more likely to listen to our arguments?
The expert suggests the following steps:
1. Dont't break the door!
Don't expect a one-off interview to bring about a change that will make a senior manager modernize. Instead, it is better to think in terms of a long process, whereby you can gradually push through an idea over a longer period of consultation. So it is best to put together our arguments and what we have to say to persuade in this way. We should start by revealing the facts and then ask for access to the necessary data or permission to work on the idea with other areas.
This will pay off later in several ways: on the one hand, by 'volunteering', you can demonstrate your commitment without costing the company anything, and on the other hand, the more people you involve, the more supporters you can get on board later.
With different perspectives, the idea can be further refined and more people can inform the manager more reliably and from more perspectives at the later implementation stage.
2. Speak to him/her in numbers!
A common communication problem in the employer-employee relationship is when we try to appeal to our superior's emotions.
Rather than justifying an innovation on the basis of sympathy, try to explain from the outset how the innovation could increase efficiency using precise figures and indicators.
Decision-makers often do not have a concrete view of the area concerned and therefore do not know its resource requirements. Framing and rationalizing the problem can be one of the first steps to making an idea a success, and your boss will understand the financial benefits.
3. Dirty finances
A related aspect is the issue of finances.
In financial decisions, managers rely on numbers more than anything else.
In addition to efficiency gains, it is worth calculating, as far as possible, the magnitude of your proposal's investment and payback costs. If this cannot be done due to a lack of data, it is advisable to take another step back. First, ask the manager for permission and resources to set the financial framework in such cases.
4. Prevent untold flaws by pointing them out
If you can foresee potential weaknesses or difficulties when you are planning an idea, it is worth bringing these to the attention of the decision-makers as early as possible. However, the presentation is not always the same.
It is best to present the problem with a number of proposals that can solve the problem. An untold flaw will come to light sooner or later, but by presenting several even challenging or competing ideas, you can demonstrate both your thoughtfulness and your preparedness, and your supervisor can choose between alternatives.
Other middle managers can also be involved in the development and review of each development plan so that they can point out other flaws on a more-eyes-only basis, and their opinions can be used to make a difference in the success of the plan. The INSPYRE expert concludes by saying that experience has shown that the above-mentioned aspects are not only relevant for IT projects but can also can be applied to other jobs and situations in general.