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Leadership, by its very nature, involves walking the tightrope, trying to navigate the complex relationships we have with our clients, colleagues and bosses.
Business decisions made by leaders often require buy-in from people who do not think as we do, and are not our natural supporters. There are certain persuasion strategies we can use to overcome this challenge.
Three basic strategies have been devised after studying 60 business leaders handling a variety of disagreements at the workplace:
When the opposition is logical and the detractor has many rational and practical counterarguments, one has to go for a cognitive conversation.
The Flip Side: Don’t expect long-term conversion or everlasting support.
Engaging in a rational debate is useless when the detractor isn’t really a fan and harbours a grievance already.
The Flip Side: One cannot rely on building a relationship to convince others if the decision does not have merit.
The detractor can be wholeheartedly opposed to your proposal, even believing that it may cause harm. This makes it impossible for them to agree with you.
The Flip Side: If the detractor feels the decision has been imposed on them by tact or authority, they may feel cheated.
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