Managing Up: A Guide to Influencing your Boss

When I talk at conferences one of the most common questions I get asked is how do I change my boss’s mind. How do I break them from that “This how we have always done it mind set.” My answer is always a slightly unhelpful “that’s really hard to do.” But in the ever-evolving landscape of Summer Camp, coming up with innovative ideas isn’t just beneficial; it’s essential for growth and adaptation. Yet, for many of us in the trenches, there is a familiar roadblock: how to get these ideas past the gatekeepers—our director’s and supervisors. It is like having the map to a treasure but not the key to the treasure chest. Here’s where a sprinkle of behavioral economics, borrowing insights from experts like Dan Ariely, (His website) could be that key.

When we talk about changing minds or introducing innovative ideas, it's tempting to marshal our facts and figures, ready to launch them in a frontal assault on the bastions of the status quo. However, what behavioral economics teaches us is that humans are not always the rational actors we fancy ourselves to be. Our decisions, especially those concerning change, are swathed in layers of emotion, bias, and let us not forget, a bit* of ego. (and not just theirs)

The Science and the Art of Gentle Persuasion -Managing Up

Take the concept of anchoring, for example. It’s not just a term for sailors. In conversations, it means starting with a common ground or a shared goal. Imagine you are proposing a new Social Media strategy. Instead of diving straight into the "what" and "how," anchor your idea to the "why" that resonates with your supervisor’s goals—like increasing camp enrollments. It’s about saying, “Here’s how we can achieve what you already want to do,” rather than, “Here’s what you need to change.”

Additionally, we’re wired to fear losses more than we value gains. Highlighting what the camp stands to lose by not adopting your idea can sometimes be more persuasive than painting a picture of potential gains. Yet, this requires a delicate balance. It is about framing your proposal in a way that it’s seen as preventing a loss, without veering into doom and gloom. This is especially true when coupled with the power of social proof? Camps Directors are terrified about losing campers to rivals.  Showing that other camps are embracing similar changes and reaping benefits can help ease the fear of the unknown. It is a subtle nudge that says, “We’re not alone in this.”

A word of caution.

One of the most intriguing insights from behavioral economics is how challenging beliefs can sometimes backfire, reinforcing the very stance you hoped to change. It is a delicate dance of respecting existing beliefs while introducing new perspectives. Instead of direct confrontation, asking open-ended questions that encourage reflection can lead to more fruitful discussions. It is not about proving someone wrong but guiding them to see alternatives.

It might also help if they think it is their idea in the first place. By involving your Boss in the ideation process early, allowing them to contribute and shape the proposal, you are leveraging the endowment effect. It’s tempting to do the work behind closed doors and then unveil and take full credit for your masterplan, followed by rapturous applause and then a promotion.  But reality often delivers a stinging rebuke to this approach. People value what they help create. This approach transforms “your idea” into “our project,” fostering a sense of shared ownership and reducing resistance.

In all of this, the ethical compass should guide us. The goal is never to manipulate but to persuade, to present ideas that ultimately benefit the camp and its community. It is about fostering an environment where dialogue, innovation, and change are not just welcomed but are part of the camp’s DNA.

Influencing change, especially in a setting as dynamic as a summer camp, requires more than simply good ideas. It requires understanding the human element—our biases, fears, and hopes. Behavioral economics offers us a toolkit not just to understand these elements but to navigate them effectively. So, as we look to influence our senior managers or supervisors, let’s remember that it’s not just about the strength of our ideas but how we present them, how we connect on a human level. After all, change, at its heart, is a human endeavor.

I invite you to approach your next presentation, meeting, or casual conversation with your director or supervisor equipped with these insights. Consider how anchoring your ideas to shared goals, highlighting the stakes of inaction, and fostering a sense of shared ownership can transform “your idea” into “our future.” Remember, the path to meaningful change is paved with patience, strategic persuasion, and a steadfast commitment to the values that drive us. Let’s not just aim to influence but to inspire, leading with integrity and a vision

*a shit ton.

Further reading on the subject

Predictably Irrational by Dan Ariely: This book is a cornerstone in understanding how people make decisions in real-life situations, challenging the assumption of human rationality in economics.  I haven’t read this but have heard great things.

Switch: How to Change Things When Change Is Hard" by Chip Heath and Dan Heath: The Heath brothers offer strategies for overcoming obstacles to change, emphasizing the importance of engaging both the rational mind and the emotions.  Unrelated but also great for Camp is their book the power of moments.

Leaders Eat Last: Why Some Teams Pull Together and Others Don’t" by Simon Sinek: Sinek explores the importance of leadership in creating environments where people feel safe and valued, leading to more cohesive and successful organizations.  Or just google his name and watch the 100 of great videos.