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Want to learn more? Take a deep dive…

Moss Kanter, R. (2012, September 25). Ten reasons people resist change. Harvard Business
Review Blog Network.
Quast, L. (2012, November 26). Overcome the 5 main reasons people resist change. Forbes.

11. Seen as stubborn or rigid? Get input early and often. You have great ideas. So do your
colleagues, managers, customers, vendors, and team members. Persuasive people are clear on
overall objectives and impact. And they are curious about others’ reactions and open to new thinking.
If you’re too rigid in your beliefs or exert too much control over the process, creative and potentially
interested people will drop by the wayside. Hold brainstorming sessions or work with a few colleagues
to get good ideas on the table. Seek people’s input at the creation phase. What are their views? What
concerns do they have? What can they add? Allow course corrections and creative refinements in the
execution phase. People are more likely to come round to your way of thinking if they feel they’ve had
the chance to contribute to its shaping.

12. Getting worked up? Pause to regroup. Passionate? Frustrated? Convinced that you have the
answer? Want to do it now? It’s easy to come on too strong. Especially if you’re getting attacked,
being rejected, or not feeling heard. But raised voices and frustration only drive people away. If you’re
heated in meetings or tempted to fire off an e-mail you’ll regret, take a break. Sit down and figure out
what has you so upset. Process all of your hurt feelings and personal emotions. Did something like
this happen to you when you were younger and you still feel the pain? Let it go. List all of the reasons
why something seems like a great idea. Then list all of the reasons why others might not be so
enthusiastic. Face facts until you see things clearly. Remember, this is not about you but about the
value of the idea. When you are emotionally calm and thinking clearly, make a strategic decision
about whether to proceed and, if you do, how to go about it. Resolve to try a new and more inclusive
approach. Engage a friend or coach to help you understand how others see you and how you can
behave differently.

13. Have positional power? Use it wisely. As the saying goes, “Power corrupts.” But we expect our
leaders to be decisive, optimistic, in charge, and making things happen. Good leaders are
comfortable using positional and functional power for the right reasons. When you want to change
others’ behavior, reassess the tools and resources at your disposal. Sales executive? Sales contests
create healthy competition that drives action. CEO or HR leader? Compensation structures reward
performance. Virtual team leader? Face-to-face meetings build morale. Sometimes a title alone can
persuade others to follow your lead, at least in the short-term. Inhabit your role as executive, expert,
team manager, member of the leadership team. Step lightly but firmly. Proceed with respect and
integrity. You are here for a reason.

14. Situation stalled? Don’t quit yet. Persuasion is rarely a one-time event. Life changes. Situations are
fluid. Needs shift over time. Persuasive people are both flexible and determined. They know what’s
negotiable and where the line is drawn. What they can concede and what they need to hold on to.
When to walk away and when to return. They process situations and find a way to bounce back. If
you encounter “no” or indifference, don’t quit. “No” might mean “not now” or “I need to think about this
some more.” Ask what is needed to get to “yes.” Will time, more information, or the support of your

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