How Persistent

Sometimes persistence seems to be the primary skill in management.  Giving up short circuits good ideas for many reasons.

• The time is not right.  A new project could be beneficial if only it weren’t year-end, or the launch date of an almost completed project, or just after a senior manger’s retirement, or too close to an election.
• Everyone is busy.  The organizational schedule simply may not be able to accommodate even one more idea.  Managers at every level need to make choices, and limiting the number of projects is essential to accomplish their goals. 
• Scheduling takes time.  Just contacting and meeting with people to gain agreement to a proposal takes an enormous amount of time.  Their calendars are full, causing days or weeks to pass with no action.  Their minds are on other concerns, which means having to re-contact them several times with respectful reminders.  They may have to consult with others, whose calendars are also full.

If we believe in our idea, we are fully responsible for persisting.  When confronted by delays, let the project idea incubate and use the time to improve the supporting information.  If possible, implement little bits of the idea within your scope of control.  Whenever discussions occur that touch on your idea, contribute your points and elaborate on your concepts.  Gradually, it will become part of the vision of your colleagues and will find its way into the approved project list.