Organizations don’t prosper or grow unless middle management staff identify and promote the need for change. Staff at the middle level gather intelligence from direct contact with customers, vendors, and other colleagues. Typically, they are in a position to see what the market will bear and what clients are looking for. Unfortunately, too many organizations are still driven by a compliance with top-down culture, they may not voice their ideas and concerns. Oftentimes, they find it difficult to raise issues to a higher level in the decision-making process, if they gain entry into such conversations at all. Studies conducted by the Harvard Business Review show that senior executives dismiss good ideas from below far too often. “If upper level executives don’t perceive an idea’s relevance to organizational performance, they don’t deem it important enough to merit their attention–even it it means saving the organization significant dollars or more efficiency.”
Jane Detert and Susan Ashford introduced the concept of “issue selling” into the academic discourse, more than two decades ago, many studies have proposed tactics for effectively wining support for new ideas. Issue sellers who accomplish their goals by looking for the best ways, venues, and times to voice their ideas and concerns.
Middle managers are more likely to speak up when they: identify with the organization, have a positive relationship and track record with upper management, feel safe because the values of the company support different ideas and solutions, believe that action will be taken at the top and care enough about the issue to invest energy in selling it.
“Ask yourself the following questions: Where does my audience stand on this issue? What does my audience find most convincing or compelling? How can I connect my issue to organizational priorities? How can I best describe its benefits? How can I link it to other issues receiving attention? How can I highlight an opportunity for the organization? What is the right time in the decision-making process to raise my issue? Getting the timing right, involving others and adhering to the operational values of the company will help you to be heard.”
Source: Harvard Business Review January-February 2015 co-authors Susan J. Ashford and James Detert