Question 24
Nurit has worked very hard on developing an innovative new approach for carrying out a key project. This needs to be approved at a higher management level in the organization, but senior managers have so far given the idea no more than cursory attention. They have reluctantly agreed to Nurit's request for a meeting to discuss this matter. But Nurit has just found out that other agenda items have been subsequently included in that meeting, and so she is likely to get just 10 minutes to present her approach. She feels quite sure that senior managers don't feel inclined to change the existing methods, and are merely going through a ritual by making a short time allocation. She approaches you in an emotional and demoralized state. You have been her supervisor before. Though you work in a different part of the organization, she comes to you to be coached once in a while. What will you tell her?
You draw her out so that she can articulate her innovative idea in a clearermanner. Your purpose will be to ensure that she does not sound vague in her meeting and doesnot get misunderstood.
You agree with her that senior managers are indeed oriented to the status quoand that while she can make efforts, she should not expect results to necessarily flow from thoseefforts.
You help her see that she should perceive her role as that of an acesalesperson selling an idea to senior managers. You brainstorm with her some effective stepssuch as to do that so that she approaches the meeting in a calm, confident, optimistic anddetermined state.
You point out that she may have already lost half the battle by gettingdemoralized. You point out to her that limiting beliefs and assumptions would be the wrong wayof looking at the problem or challenge.