If you’re a leader, it’s likely that not everyone who works with you will agree with the decisions you make — and that’s okay. Leadership involves making unpopular decisions while navigating complex relationships with colleagues, partners, and clients. But often, you will need to get buy-in from these constituents, and therefore you will need to convince them to change their mind. There is little friction involved in convincing people who are your natural supporters. But trying to change the mind of a dissenter, or a detractor , is a different story. How do you go about convincing someone who, for one reason or another, doesn’t see eye-to-eye with you? Someone who gives you a flat out “no”? In the recent research we completed for Laura’s book, Edge: Turning Adversity into Advantage , we observed, and then interviewed, more than 60 leaders who were trying to convince business associates and other constituents to change their minds on a course of action that they initia...
Comments
Post a Comment