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You have a great idea--a product tweak that will save your company money, a process change to increase your team's productivity, or a plan for heading off a looming crisis. There's just one snag: You're not sure how to approach your boss about it, or worse, you've tried and failed to get the attention of higher-ups. According to the author's research, two factors are key to a successful pitch: having the confidence to make your suggestion and knowing how to frame it to get the best reception from your boss. The key, the author says, is to understand the psychology of higher-ups--to get inside their heads. Doing so can help you recognize what tips the scales in your favor--and identify the (rare) instances when it's best to try to go around or above them. Here's how.

New research shows that relatively few employees consistently share their thoughts and opinions on issues outside the scope of their jobs with their managers. This is a problem because employee voice the willingness to speak up to managers about a multitude of issues and opportunities for improvement offers many benefits for both companies and their workers. Here are ways to encourage this behavior.

No matter how approachable you may be as a manager, chances are good that your employees are withholding valuable intelligence from you. Research shows that many people are more likely to keep mum than to raise important questions or suggest new ideas. Companies use a variety of tactics to get people to open up, like "climate" surveys and all-staff feedback sessions. But they usually fall short for two key reasons: a fear of consequences and a sense of futility. In this article, two professors look at how leaders' misguided attempts to promote candid expression fail to address-and sometimes stir up-those feelings. For example, if you ask for anonymous input, you may be signaling that it's not safe to speak openly in your organization. And if you don't act on feedback, employees will quickly come to believe that providing it is pointless. But there are several ways to create a much more vocal culture, say the authors. To make idea sharing less intimidating, tone down the power cues with employees, and gather feedback in regular, casual exchanges. Be transparent about the processes for gathering and following up on ideas. And if you really want to know what people think, go ask them. Research shows that when employees do speak up, organizations see increased performance. So getting all this right pays off-both for workers eager to make contributions and for their firms.