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will happen. Why is it happening. And what is needed from them. Be honest about what you want
them to do. Be clear on how they will benefit. Share initial process plans. Be prepared to literally draw
pictures. Show them a path toward completion, then work with them to build the roadway.

Want to learn more? Take a deep dive…
DeGideo, A. (2009, July 7). Communication keys: 7 Steps to more compelling arguments. Business
Brief.
Gallo, A. (2010, November 15). How to get your idea approved. Harvard Business Review Blog
Network.

8. Can’t engage the team? Give them a challenge. Persuaders don’t have all the answers. But they
do ask great questions. In the book Hot Spots, author Lynda Gratton writes that one way to motivate
teams is to ask a challenging question that inspires purposeful action. When the CEO of BP asked
“How can a large oil company become a creator of value in the world?” the teams at BP created
significant investments in alternative energy. Ask: What if…? How can we…? What else…? Igniting
questions catalyze change. Get the best from yourself and others. In every endeavor, ask, “How can
we do this better?”

9. Getting resistance? Establish common ground. Seeing a lot of folded arms in meetings? Getting
the silent treatment when it’s time for questions in the town hall? Negotiations at a standstill? Some
people need lots of information to be convinced—especially when the stakes are high. When you are
at an impasse, stop the meeting and go back to basic causes. Tell them why this agreement is
important to you and ask what is important to them. Identify what you each need and ask how you
can get it. Skeptics are more likely to get on board if they understand that you care about what they
care about. Like customers. Or financial clarity. Or plant safety. Or the company’s reputation for great
products. Disclose your own intentions and stay open to others’ deepest values. Have an honest
conversation about why you are there. You will build a sense of trust and shared purpose that brings
people together.

10. Hearing emotional objections? Use empathy with sound thinking. People getting emotional
about a proposed change? You might want to try to leave emotion out of it and move immediately to
action. But that’s like trying to rearrange the furniture while the room is on fire. Emotion is powerful.
Until it is dealt with, it can derail any initiative. To win over groups or individuals, you must first
empathize with them. See it from their point of view. Understand and acknowledge emotional
objections. Allow time for emotional venting and conversation. Only then—when emotions have
calmed—can you move to the logical side of the equation. Douse the fire first—by listening. Then use
good thinking to show the objective soundness of your ideas. Come to an understanding that will
work for all parties.

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