![]() ![]() They first asked themselves, “What’s driving my detractor’s resistance?” These leaders often pinpointed which aspects of their arguments elicited the most pushback and the most emotional reactions. The leaders who were most successful in overcoming others’ skepticism were those who diagnosed the root of the fundamental disagreement before trying to persuade. 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 initially disagreed with. 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”? ![]() But trying to change the mind of a dissenter, or a detractor, is a different story. There is little friction involved in convincing people who are your natural supporters. But often, you will need to get buy-in from these constituents, and therefore you will need to convince them to change their mind. Leadership involves making unpopular decisions while navigating complex relationships with colleagues, partners, and clients. 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. ![]()
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