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When telling someone he's wrong, don't be too direct with your approach:
Before jumping right in with something like, “This is really wrong!”, try saying, “It’s evident that yo...
Being overly authoritative, confrontational, and closed-minded when making a correction will only make you look pretentious and condescending.
Be open for discussion and try saying “I’m looking at page 10 of this document, and something’s not quite matching up for me. Can we take a quick look at this part together?”
Phrasing things as inquiries, rather than statements, makes it obvious that your intention is to facilitate a conversation that ultimately improves the end result—not just dole out strict demands.
Before jumping to a conclusion, think about the long-term consequences of your decision.
We may respect those able to fling themselves into a hard problem and make a quick choice with seemingly little thought, but making a meaningful decision needs to be done with care for the long-term effects.
It’s important to be aware of what state of mind you’re in before tackling a hard choice.
Decision fatigue happens when the mental energy required to weigh the tradeoffs of our decision becomes too much for us to handle.
Our natural bias is to start by imagining all the things that will go horribly wrong if we disagree with someone more powerful. Yes, your counterpart might be a little upset at first, but most like...
You may decide to hold off voicing your opinion if you want to gather your army first. People can contribute experience or information to your thinking — all the things that would make the disagreement stronger or more valid.
Also, delay the conversation if you’re in a meeting or other public space. Discussing the issue in private will make the powerful person feel less threatened.
Before you share your thoughts, think about what the powerful person cares about. You’re more likely to be heard if you can connect your disagreement to a “higher purpose.”
State it overtly then, contextualizing your statements so that you’re seen not as a disagreeable underling but as a colleague who’s trying to advance a shared goal.
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