How to Propose Change at Work

Let's say your company has a process, product or service that is ridiculous. Let's say it's inefficient, dangerous or not profitable.

Let's also say that you've come up with a better way to do or produce it.

How do you get this change instituted? After all, there will people who oppose you (if for no other reason than to oppose you) and, whether your proposal does or doesn't win approval, you risk becoming "marked." That is to say, you could either be marked as weak or an SOB.

How you propose change is as important - if not more so - than the change you propose. In order to maximize the approval chances of your proposal - and minimize the possibility of professional backlash - keep these suggestions in mind:

Do your research. Before proposing your idea, do your homework. Make your case air-tight. Is your idea feasible? Can it drastically improve a process, product or service? Will it make or save wads of money for the company? Who will do what? Where will the supplies come from? What pricing structure will be used? How will this benefit the end user?

Target the right person or people. Who in the organization would give the final thumbs up or thumbs down? Who are the people between that person and you? In most organizations, you need to run it up the food chain. Unfortunately, one of two things can happen in this case: if one of the links in the chain says no, then your idea is dead; or they may steal the idea and present it as their own. As such, it's a good practice to get the names and contact info for everyone up to the decision maker.

Develop an end-around. Anticipate opposition. Further, anticipate vehement opposition. After all, the only way some people can make themselves look better is by shooting other people - or their ideas down. Or, as mentioned, stealing somebody else's idea. You can probably figure out who this person (or these people) will be. As such, you should develop an end-around strategy before proposing your idea. You can effectively minimize this link in the corporate food chain any number of ways: 1) get one or more allies who agree with your idea; 2) address the topic to two food chain levels at a time; 3) prepare to make deals and concessions; 4) all of the above.

Make the proposal. Prepare a written - and be ready to give an oral - proposal. Include your research. Include the pro and con. Demonstrate the value to your company and/or the end user. Make it concise, direct and organized. Ensure your name is somewhere on every page. And give the proposal to multiple people.

Get the buy-in. Be prepared for questions. Know the features and benefits and be ready to demonstrate them. Accept suggestions and be ready to address them. And make sure you either get an immediate approval or, at most, within a week (if a delayed decision, make sure you follow up a couple times).

Be resilient. If your idea is shot down, evaluate the rationale. If there were holes in your proposal, address them. If it was a pure, unadulterated case of office politics, and your idea will make boat loads of money, then continue to go above everyone's head until you get a "yes."

IN A NUTSHELL: Propose change methodically: research, identify the right person, work around opposition, propose, get the approval and be resilient.