> Given that there's this disconnect, I'd really spend some time with him to work out what it is that he actually wants… This. Spend time with the guy, try to

> Given that there's this disconnect, I'd really spend some time with him to work out what it is that he actually wants… This. Spend time with the guy, try to understand where he's coming from. When you do talk I'd suggest you: - Make it clear that your motives are to help the company. I.e., you both have the same interests - Listen, don't try to win the argument, don't push your solutions. The aim is to understand what he thinks is needed - You can very well explain how you're feeling. Maybe you feel that you're not really sure what you're doing there given that none of your suggestions are accepted. Tell him - But don't blame, don't presume ill feeling or ignorance. Ask him for suggestions There's a chance that this is never going to work out and as somebody else said, you're set up for failure. I think you can figure this out if you do as much as you can on your side to understand him, and he still doesn't do his part to help you do well at your job (whatever that is! It may not be what you think). Something else… I'm not sure this is part of the issue but I've seen this a lot: you work on an amazing new way of doing things. You figure it all out, document it, dot the i's and cross the t's. And then when you present it nobody is interested. Why? Regardless of whether it's a great idea, you didn't involve anyone else. You need to bring people along with you: ask about their problems, ask for input, collaborate as much as possible…