![\"Getting](\"https:\/\/creativethirst.com\/blog\/wp-content\/uploads\/2011\/11\/CIMG00802-300x225.jpg\" "\\"Getting")
Working with other people is hard.\nOne group\u00a0believes\u00a0THIS while another group believes THAT.
\nThere are obstacles within organizations that keep us from moving forward.
\nYet we keep going.<\/p>\n
Working with other people is hard.
\nOne group\u00a0believes\u00a0THIS while another group believes THAT.
\nThere are obstacles within organizations that keep us from moving forward.
\nYet we keep going.<\/p>\n
We’re met with resistance, roadblocks and frustrations.<\/p>\n
<\/p>\n
Sometimes the path before us seems impossible,
\nYet we keep going.<\/p>\n
Misunderstood and irritated, we wonder what do I have to say to get through to these people?<\/p>\n
If they would just listen to me,
\nlisten to the data,
\nthings would be different.<\/p>\n
If we could get over resistance<\/span> we could get to action<\/span><\/em>. In spite of it all – we keep going. Because, what we do makes a difference. We keep going, because we want to make a difference.<\/strong><\/p>\n We keep going because we want to matter. We have to keep going. Because it\u2019s very difficult to have a meaningful life without doing meaningful work.<\/p>\n But sometimes it\u2019s not always up to the data or us. They can\u2019t see what we see.<\/p>\n You’re about to read how to get around the roadblocks of people, how to get more buy in and how to deliver results.<\/p>\n By using the framework below, you’ll be able to get executives to believe in you, get more buy in, to make a difference.\u00a0This framework is based on how people make decisions and it\u2019s going to take a bit of work on your part to apply.<\/p>\n But First…<\/strong><\/p>\n You’ll need to learn a bit about how people make\u00a0decisions.<\/p>\n Decision-making is like a knee jerk response. If we can understand how decisions are made then we can adapt our approach to getting buy-in.<\/p>\n We can prepare in a systematic way, and win permission to make a difference.<\/p>\n But that\u2019s going to require us to change our approach, so that we can change the organization.<\/p>\n But once we understand how decisions are made. We can move the needle. When we\u2019re trying to sell up<\/span> or across<\/span> an organization, it\u2019s sometimes difficult to tell if we\u2019ve got a green, yellow or red light.<\/p>\n Should we speed up and run with championing an idea directly to the top?<\/p>\n Should we slow down and proceed with caution?<\/p>\n Should we put the breaks on and think about the data?<\/p>\n Should we go this way or that way?<\/p>\n People make decisions the exact same way every single time they are faced with a major choice.<\/p>\n Each one of us has a preference for decision-making. A particular way in which we make almost every decision we face. Think of it as a default mode or a style of decision-making.<\/p>\n Our preference is set early in our careers based on our own unique experiences and reinforced with repetition.<\/p>\n Time For Some Exercise I\u2019d like you to do a little experiment.<\/p>\n This probably feels unnatural and uncomfortable. We naturally default to doing things the way we\u2019re most comfortable.<\/p>\n Decision-making is no different. So here’s the big take-a-way. 5 Types of Decision Makers<\/strong> No one style is better than another, and your decision-making style may be different than your personality.<\/p>\n Find the\u00a0decision-making style of your executive below:<\/strong><\/p>\n Charismatics<\/strong> Risk Seekers<\/span> Decisive<\/span> Bottom-liners<\/span> Thinkers<\/strong> Information-driven<\/span> Qualitative & Precise<\/span> Guarded and Cautious<\/span> Skeptics<\/strong> Brazenly Outspoken<\/span> Fearlessly Confident<\/span> Assertive & Demanding<\/span> Followers<\/strong> Averse to the new<\/span> Deft people skills<\/span> Difficult to identify<\/span> Controllers<\/strong> Meticulous<\/span> Proactive<\/span> Fiercely Self-reliant<\/span> Point A to Point B<\/strong> Each decision-making type requires a different approach.<\/p>\n We\u2019re going to go through each approach next and learn how to get each decision making style to believe in you.<\/p>\n And it\u2019s dependent on your approach.<\/p>\n Getting Charismatics to Believe<\/strong> Stay grounded no matter what<\/span> Follow through<\/span> Getting Thinkers to Believe<\/strong> Involve the thinker and others in your process<\/span> Be exhaustive but patient<\/span> Getting Skeptics to Believe<\/strong> Hold your ground, but find the middle ground<\/span> Keep your emotions and your ego in check<\/span> Getting Followers to Believe<\/strong> Supply proof, proof and more proof<\/span> Link the new to the old<\/span> Getting Controllers to Believe<\/strong> Build alliances<\/span> Draw your line and hold to it<\/span> Now it\u2019s up to you<\/strong> There are obstacles within organizations that keep us from moving forward.
\nIf we could get over the roadblocks we would have clear passage.
\nIf we could be understood then we could embrace change and everything would be possible.<\/p>\n
\nAnd we should.<\/p>\n
\nEvery foothold we gain gets us closer to moving the needle.<\/p>\n
\nTo influence<\/span>.
\nTo have an impact<\/span>.
\nTo deliver results<\/span>.<\/p>\n
\nWe have to make a difference.<\/p>\n
\nOther roadblocks in the organization stand in our way.
\nOther executives don\u2019t believe.<\/p>\n
\nIt\u2019s mostly predictable.<\/p>\n
\nOnce we master it.
\nWe can make a difference.<\/p>\n
\nWe can improve the industry.
\nWe can do meaningful work and live meaningful lives.<\/p>\n
\n![\"\"](\"https:\/\/creativethirst.com\/blog\/wp-content\/uploads\/2011\/11\/arms-crossed-300x190.jpg\" "\\"arms-crossed\\"")
<\/strong><\/p>\n\n
\nYou\u2019re out of your comfort zone and you want to go back to your other arm on top.<\/p>\n
\nWe each have a default mode or style of making choices.<\/p>\n
\nIf you understand what type of\u00a0decision-making style the executive you’re trying to influence uses, then you can alter your approach to fit that particular style in order to get permission to move the needle and generate results.<\/p>\n
\nThere are 5 types of decision-making styles, and I\u2019ll go through all 5 and how to influence each.<\/p>\n
\n![\"\"](\"https:\/\/creativethirst.com\/blog\/wp-content\/uploads\/2011\/11\/branson_bw-150x150.jpg\" "\\"branson\\"")
Enthusiastic<\/span>
\nThey are passionate about new ideas and can easily envision possibilities of a proposal without getting bogged down in the details.<\/p>\n
\nThey embrace out-of-the-box thinking; they are usually entrepreneurs and mavericks.<\/p>\n
\nThe make bold decisions quickly buy only when they are sure that others have thought through all the issues.<\/p>\n
\nThey cut to the chace quickly, demanding to know the headlines and bulleted items.<\/p>\n
\n![\"\"](\"https:\/\/creativethirst.com\/blog\/wp-content\/uploads\/2011\/11\/gates_bw-150x150.jpg\" "\\"gates_bw\\"")
Methodical<\/span>
\nThey concern themselves with the details of how things work and are skilled at picking apart a problem.<\/p>\n
\nThey have an insatiable need for all kinds of information, customer surveys, market research, analysis and so on.<\/p>\n
\nThey are swayed by arguments and information based on hard data and need to explore the pros and cons of all options before moving forward.<\/p>\n
\nThey play their cards close to their chest and keep their emotions in check by relying heavily on rational thinking.<\/p>\n
\n![\"\"](\"https:\/\/creativethirst.com\/blog\/wp-content\/uploads\/2011\/11\/ellison_bw-150x150.jpg\" "\\"ellison_bw\\"")
Iconoclasts<\/span>
\nThey constantly question the status quo and will attack anything that is contrary to their world, especially if the source of information has not yet earned their trust.<\/p>\n
\nThey are non-conformists who will say exactly what they think.<\/p>\n
\nThey are unafraid of being wrong and will often make bold risky decisions based on their gut feelings.<\/p>\n
\nThey have strong personalities will aggressively do what needs to be done \u2013 and they expect their staff to do the same.<\/p>\n
\n![\"\"](\"https:\/\/creativethirst.com\/blog\/wp-content\/uploads\/2011\/11\/parker_bw-150x150.jpg\" "\\"parker_bw\\"")
Devoted to tried & true<\/span>
\nThey stick to with what\u2019s worked before, and they don\u2019t try to fix something that\u2019s not broken.<\/p>\n
\nThey avoid any unexplored paths. They are not innovators, nor are they early adopters.<\/p>\n
\nThey have great diplomatic skills and are excellent listeners and are adept at seeing the world through other people\u2019s perspectives.<\/p>\n
\nThey wear many hats and can easily be confused for Charismatics, Skeptics and Thinkers.<\/p>\n
\n![\"\"](\"https:\/\/creativethirst.com\/blog\/wp-content\/uploads\/2011\/11\/martha_bw-150x150.jpg\" "\\"martha_bw\\"")
Unyielding Perfectionists<\/span>
\nThey constantly push themselves as well as those around them. They feel any job can be done faster, cheaper and with higher quality.<\/p>\n
\nThey love details and can handle a staggering amount of information and minutiae details.<\/p>\n
\nThey do not wait for others to act. They step up and do what needs to be done.<\/p>\n
\nThey do things their way and they make big decisions without advice or input from others.<\/p>\n
\nSo how do you move a decision maker from Point A to Point B?<\/p>\n
\nGive the headlines first<\/span>
\nGet to the point quickly, present the solution before describing the problem.<\/p>\n
\nFight the urge to join in their excitement, focus on the bottom line, even if they don\u2019t. Don\u2019t be unemotional but slightly undersell everything that seems to make them excited, and be prepared to discuss the risks, this will convey a sense of realism in them and strengthen their trust in you.<\/p>\n
\nEven though Charismatics love new ideas, getting final commitment can be elusive. They might say \u201cThat is exactly what we need\u201d but then delay the decision to proceed. They need to know that you or others have thought things through and is backed up by analysis.<\/p>\n
\nTell your story chronologically<\/span>
\nNever begin in the middle or the end of your story. Thinkers want to hear things from start to finish.<\/p>\n
\nGive all the details of the steps you used to arrive at your conclusions, and ask for help to fill in any holes that you might have in your data or methodology. Thinkers need others to think things through with them.<\/p>\n
\nProvide as much data as possible but after that give the thinker amble time to digest the material.<\/p>\n
\nAbove all, establish credibility<\/span>
\nBefore doing anything else establish credibility. With it you\u2019ll be able to argue your case and have them truly hear what you\u2019re saying. Without it you might as well be talking to the wind.<\/p>\n
\nStand firm against the battery of questions. If you surrender or become visibly shaken, you\u2019ll loose all your credibility.<\/p>\n
\nAvoid knee-jerk reactions. You need to depersonalize and remain rational. The aggressive tactics of a skeptic is just par for the course, responding with anger will just weaken your case.<\/p>\n
\nWhen in doubt, assume<\/span>
\nFollowers wear many guises; When you\u2019re unsure of how to categorize someone, particularly if you\u2019re getting conflicting signals, assume that person is a follower.<\/p>\n
\nProvide as much evidence as possible that your proposal has been successful in a number of similar situations. But keep it simple, concentrate on the problem and explain how the solution worked elsewhere.<\/p>\n
\nDon\u2019t take them out of their comfort zone. Before proposing anything new, be sure to lay the proper foundation. It sounds like this: \u201cThis is the way that we\u2019ve always done it. The only difference is\u2026\u201d You should encourage them to make these connections.<\/p>\n
\nEnable action but don\u2019t force it<\/span>
\nProvide controllers all the information they need, then back off and wait patiently until something compels them to act.<\/p>\n
\nOften times the best way to handle controllers is to keep your contact to a minimum and instead work through their lieutenants. They will feel less compelled to exert their authority.<\/p>\n
\nWith controllers, you often reach an impasse. Before presenting anything to them have a clear idea of what you need as well as what you can compromise, then stand firm on everything else.<\/p>\n
\nTry these out, make a difference and move the needle. Keep going.<\/p>\n","protected":false},"excerpt":{"rendered":"
\nYet we keep going. You’re about to read how to get around the roadblocks of people, how to get more buy in and how to deliver results.<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[3],"tags":[],"class_list":["post-572","post","type-post","status-publish","format-standard","hentry","category-conversion-rate-optimization","entry"],"yoast_head":"\n