Why Not Let Them?

Sometimes employees come to us with an idea for solving a problem or making an improvement to the department. They ask us what we think of the idea, hoping of course that we think it's great and will use it. With credit to them of course.

But many managers find that accepting the suggestion out-of-hand is difficult to do. Sometimes the idea triggers a different approach to the situation in the mind of the manager who then tells the employee to do it that way. Worse, some managers even present their idea to the employee "as a better way of handling the situation." Some managers partially accept the employee's idea with revisions and modifications made by the manager without a meaningful discussion with the employee. Other managers flatly reject the employee's idea without due consideration and a solid rationale for dismissing the idea.

Often the end result of all three approaches is an employee who is discouraged, disgusted and has little enthusiasm or interest in this situation now, and similar situations in the future. Yet what did the manager really have to lose by letting the employee try the idea? If we stop to think about it, many ideas can be implemented with very little downside risk. But many managers do not stop to think about it. Instead they decide what to do and then tell the employee to get on with it.

If the employee's idea has merit, you determine that the risk of failure is small, and the cost of complete failure is not substantial (a little wasted time, a little wasted money), then why not let the employee simple try their idea so they can learn from the experience?

If the employee's idea has merit but you think that modifications will improve it, then why not suggest those modifications for consideration by the employee? Let them choose whether or not to incorporate the suggestions. If they do, great! If they don't, it's quite possible that the experience of implementing their unmodified ideas may show them that the suggestions were indeed worthwhile. At that point the employee may well include them, or at least may be receptive to your making those suggestions again, as well as other suggestions in the future.

If you see a somewhat more significant risk of failure and/or a somewhat more substantial cost associated with the failure, then see if you can negotiate changes to the idea to minimize those risks and consequences. If not, then you may want to let the employee go forward with the unmodified idea under strict limitations that will stop implementation if the actual experience shows the risks were real and before the costs and consequences become unacceptable. Why do that? Because sometimes people have to be allowed to learn from the "school of hard knocks." And the boss who creates a controlled environment that lets the employee learn from those experiences often finds that employees tend to be more receptive to the boss's critiques, suggestions and warnings in the future.

If the risks are significant and/or the consequences are substantial, you will have to say no to the idea. But don't reject it out of hand. Take the time to educate the employee on the specific reasons why the idea can't be used as presented and, if possible, what the employee might do to restructure and resubmit the idea so it can be accepted. And, of course, whether you accept the idea or not; whether the idea works perfectly or not; whether the idea even works at all, always congratulate the employee for trying to improve the situation.

About me: Dan Pelley teaches problem solving and continuous improvement techniques as part of his "Proactive Leadership" program. Click here to see the program learning objectives. You can learn more about all of Dan's program by clicking here to visit our website.

Copyright © 2009 Daniel W. Pelley
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