Don`t judge When you express your concerns, pay close attention to your language. Grenny says avoid all “judgmental words” such as “short-sighted,” “stupid,” or “premature” that might scare your counterpart; One of his tips is to omit all adjectives because “they have the potential to be misinterpreted or taken personally.” Share only facts. For example, instead of saying, “I think the deadline for the first quarter is naïve,” you can say, “We`ve tried four projects like this in the past, and we`ve been able to do two in a similar period of time, but these were special circumstances.” Weeks also recommends staying neutral and focused: “Put the players down and be sharp about the problem. Try to make it an honest disagreement, a valid thought advance. Asking permission to disagree This decision may seem too respectful, but according to Grenny, it`s a smart way to give the powerful person “psychological security” and control. You can say something like, “I know we`re looking to be heading for a commitment for the first quarter here. I have reason to believe that it will not work. I would like to make my point. Would that be okay? “It gives the person a choice,” “so they can sign up verbally,” Grenny says. And provided they say yes, you`ll feel more confident to express your disagreement. Identify a common goal Before you share your thoughts, think about what`s important to the powerful person — it can be “the credibility of their team or getting a project done on time,” Grenny says. You are more likely to be heard if you can link your disagreement to a “higher purpose.” When you speak, don`t assume the connection is clear. You need to formulate it openly and contextualize your statements so that you are not seen as an unpleasant subordinate, but as a colleague trying to advance a common goal.
The discussion will then look “more like a game of chess than a boxing match,” Weeks explains. Decide if you want to wait After this risk assessment, you can decide that it is better not to express your opinion. Maybe “you haven`t thought about the problem yet, the whole discussion has surprised you, or you want to have a clearer idea of what the group thinks,” Weeks says. “If you think other people won`t agree, you may want to join your army first. People can bring experiences or information to your thinking – all the things that would make the disagreement stronger or more valid. “It`s also a good idea to delay the conversation if you`re in a meeting or other public space. If you discuss the topic in private, the powerful person will feel less threatened. Mike decided to share his opinion, highlighting his commitment to the company and making sure his body language wasn`t “unsafe or shy at all.” His boss was shocked at first; Mike had a reputation for being reserved, so open disagreements were “atypical” for him. But his boss could see that “I was taking care of the company, our leaders and our employees,” says Mike. “I didn`t have a personal agenda. Expressões curtas frequentes: 1-400, 401-800, 801-1200 Case study #1: Showing respect for the idea Victor Chiu, director of business development at Centaria Properties in Vancouver, feared his boss Patrick would make a hasty decision. Low Canadian oil prices had created favourable economic conditions for the acquisition of real estate, and there was a small piece of land with a factory warehouse in Alberta that Patrick thought the company should buy.
At the time, says Victor, “Alberta`s economy was just beginning to feel the effects. Oil was at $45 a barrel and was still down – with no signs of stabilization. “He was worried that the company would be overwhelmed if it made the purchase, so he decided to speak up. Your boss suggests a new initiative that you don`t think will work. Your senior colleague describes a project schedule that you find unrealistic. What do you say when you disagree with someone who has more power than you? How do you decide if it`s worth expressing yourself? And if so, what exactly should you say? WordReference English-Portuguese Dictionary © 2022: Resultados: 126. Exatos: 126. Tempo of resposta: 148 ms. Be realistic about the risks Most people tend to exaggerate the risks associated with speaking. “Our natural bias is first and foremost to imagine all the things that are going to go terribly wrong,” Grenny says. Yes, your counterpart might be surprised and a little upset at first.
But there`s a good chance you won`t get fired or make an enemy for life. He suggests that you first consider “the risks of not speaking out” – perhaps the project will derail or you lose the team`s trust – and then weigh them realistically against the possible consequences of the action. Stay humble Insist that you express your opinion, not the “truth of the gospel,” Grenny says. “It may be a well-informed and well-documented opinion, but it`s still an opinion, talk about it carefully and easily underestimate your confidence.” Instead of saying something like, “If we set a deadline for the end of the quarter, we`ll never get there,” say, “That`s just my opinion, but I don`t see how we`re going to meet that deadline.” Weeks suggests adding a lot of “guiding principles” like “I`m thinking out loud here.” This leaves room for dialogue. After affirming your position (as a position, not as a fact), “you show the same curiosity for other points of view,” Grenny says. Remind the person that this is your point of view, and then invite criticism. Weeks suggests trying something like, “Tell me where I`m wrong. Be really open to hearing other opinions. “If you disagree with someone more powerful than you, you should always have a constructive reason to resist. In my case, the reason was timing,” says Victor. .