I read an interesting discussion on the right way to disagree with your employees. The author had some good suggestions such as remembering that you are not always right,backing away and reflecting before responding and trying to execute some portion of the employee's suggestion. He ends with this advice:

Don't win them all. Be open to going with their ideas when you can. When they disagree with you – and they prevail – support their ideas, just as you want them to support your ideas when you get your way.

I was very troubled as I read that statement because it implies that the employee was forced to go to upper management to get their idea implemented. Not only does that foster an adversarial relationship between the manager and the employee, it undermines the trust and confidence that is a primary goal of an excellent manager. If sometimes you win and other times the employee wins it means you're not on the same team.One of the ways that companies thrive is on innovation and where better to have ideas generated but from our staff people who are closest the work on a daily basis.

One of the people who commented on the article is Matthew Polkinghorne, a staff person without leadership responsibility. I believe he mirrors the opinion of most of our employees when he says:

a. Subordinates do their best to offer suggestions and ideas to their leaders/bosses and the organization.

b. Subordinates do their best to remain positive, despite feelings of uncertainty and a lack of awareness.

c. Subordinates work hard, even when they do not have the overarching or full picture of 'how' and 'what' is to be done.

d. Subordinates willingly aim to build 'real' relationships with their superiors. It may be a popularity contest, yet I think it is a way for subordinates to get in the 'good books' of the boss.

e. Subordinates are readily accept negative feedback, given that the feedback is dispensed fairly and provides useful direction for personal growth and forward movement.

In general, subordinates want to feel like they are valued, even if, figuratively speaking, they have not 'split the atom' or innovatively created a more efficient way of utilizing energy.

What Matthew articulates so well is that our employees are looking for guidance. They want to do a good job, but they may not understand the total picture. They want a personal relationship with their boss and they want to know when they're doing well and how they can do better.

Here's my formula for handling employee suggestions:

• Assume that they have the organization's best interest in mind.
• Give the employee the opportunity to fully explain their idea without advance judgement.
• Thank them for the idea and for thinking of ways to improve the business. Be sincere. Let them know that you value their input.
• If the suggestion seems to be way off the mark or out of left field, determine why. Is it lack of information, lack of job maturity, etc. This can be an opportunity for an informal professional development discussion.
• If it's a good idea but is too risky or the timing isn't right, take the opportunity to do some brainstorming on how to reduce the risk. You may be able to let the employee work on the idea as a longer term project.
• Whatever your decision, make it clear to the employee. They should know when they leave your office whether you will proceed or not and why.

If your employees are always coming up with new ideas ( which is a good thing by the way), you may want to formalize a process to deal with them. One idea is to set aside a regular team meeting where the primary focus is brainstorming of new initiatives. Employees are realistic. They know that not every suggestion will be implemented. It's up to you as the manager to give them confidence by providing information and constructive feedback that will help them come up with better ideas. It's a win-win solution!