TeaThere are individuals and teams who continue to create unwanted ideas that border on idiocy as if they are testing the integrity of management. How do we actually handle views without making them feel like we are being too harsh in rejecting their work? – Quiet fox.
The first rule of the game? Don't use unkind words, even if you have suggestions that are expensive or impractical to implement. it is differentficreed, but there is always a way to decide on each case by following some guidelines that you prepared when you started the promotionSeeking, requesting and receiving ideas.
If not, it's not too late for you to adjust, change, or create new rules.
In today's fast-paced business world, many dynamic organizations rely heavily on the creativity and initiative of employees. Chief Executive offiCRS know that their managers can't do it alone. The solution depends largely on the active contribution of the army of employee problem solvers.
Linus Pauling (1901-1994), one of the greatest scientists of the 20th centuryth Century said: “The best way to have a good idea is to have a lot of ideas.” In other words, quantity comes before quality. It also means tolerating foolish ideas within certain limits.
For people managers, the challenge is delicate: How can you reject ideas without discouraging future contributions or creating resentment among employees?
balancing act
You have to do this with a mix of empathy, transparency, and strategic communication. Rejecting an idea doesn't have to be a negative experience. When handled correctly, it can strengthen trust, motivate employees to continue contributing, and foster a culture of collaboration. Here are some key strategies to achieve that balancing act:
One, make the process easier for workers. How easy is it for an employee to present an idea? Can this be done on a piece of paper or via e-mail with a brief explanation that can be understood in less than five minutes? How to use QR code or any internally developed app?
Two, go through the triage screening process. This alone protects the top management from loss. Acknowledge receipt within 24 hours. Authorize a three-person small management committee composed of a leader, supervisor, and manager for each department. Let them do the cost-benefit analysis because many ordinary employees are not skilled in this.
Three, separate the idea from the employees. Reject the contributor's bad idea. However, be respectful. No matter what your industry is, be like Toyota that has the ideal, long-term pillars of “continuous improvement” and “respect for people” that cannot be separated from each other.
Fourth, give credit and ownership to the right worker. The sponsor is the worker who is doing the work every day and is undoubtedly the person closest to the issues. They know how to make things easy for them without sacrificing anythingfiKeeping in mind the quality and quantity of the product. They should be allowed to observe the experimental process with the help of their leaders acting as coaches.
Fifth, implement immediatelyFThis is a successful pilot test. This applies when the idea requires minimal if not zero investment. If you're confident, do a company-wide rollout with the proviso that it's subject to further evaluation. If successful, write a standard operating procedure and disseminate it to other stakeholders.
Six, be clear and specific about the rejection. Vague rejections are breeding grounds for confusion and frustration. Simply being told, “This won't work” at the beginning makes employees feel dismissed and undervalued. Instead, explain why the idea could not be implemented at that time.
Or you can say, “The idea is good, but at this stage the costs outweigh the benefits.”fiT.” Also, you might want to rethink the process of salvaging something from an employee's idea. Sometimes, even the weakest ideas often have a useful grain.
positive culture
The setting of your feedback can greatly affect the way it is received. For ideas that may be sensitive or upsetting, private conversations are often the best option. It avoids embarrassment, protects morale and strengthens trust. Public disapprovals, especially in team meetings, can inadvertently discourage participation and create resentment.
After an idea is rejected, it's important to reinforce a positive culture of idea-sharing. Make it clear that the employee's contributions are valued and future suggestions are welcome.
A simple statement such as: “Even though this particular idea won't move forward, I really value your perspective. Please continue to bring ideas to the table.”
Communication is not just about words. Tone, body language, and facial expressions play important roles in how a message is received. Leaders should maintain a calm, neutral tone and avoid defensive or dismissive gestures. An honest, approachable behavior communicates respect and keeps the conversation constructive.
Finally, maintain a record of rejected and submitted ideas for future use. This demonstrates organizational commitment to innovation. Employees can see that their contributions are acknowledged and tracked, not dismissed.
Finally, if management only listens to “perfect” ideas, it will never hear good ideas.
Wishing you less resolutions and better direction this New Year.
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