Facing resistance from senior executives during a motivational talk?
Facing resistance from senior executives can be challenging, but by leveraging strategic approaches, you can turn skeptics into supporters. Here's how to address this issue effectively:
How do you handle resistance during your talks?
Facing resistance from senior executives during a motivational talk?
Facing resistance from senior executives can be challenging, but by leveraging strategic approaches, you can turn skeptics into supporters. Here's how to address this issue effectively:
How do you handle resistance during your talks?
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Listen actively to identify their reservations. Resistance often stems from perceived risks or misalignment with priorities. Frame your ideas in a way that supports the organization's strategic objectives. Prepare thoughtful responses to potential pushbacks. Gain support from other influential stakeholders to create momentum. Propose a pilot or phased implementation to reduce perceived risk. Approach with empathy. Understand their perspective, and frame your ideas as collaborative rather than confrontational. Highlight your expertise and track record. Confidence and competence inspire trust.
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When I sense resistance from senior executives during a talk, I stay calm and approach it as an opportunity for engagement. I aim to understand their perspective, possibly adjusting my message to align with their values or goals. Often, I address concerns directly, emphasizing common ground and practical insights they can relate to. With patience and adaptability, I strive to leave a lasting impact that resonates beyond the initial hesitation.
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• Understand the objections and concerns of the audience. You can use open-ended questions to help uncover their motivations, fears, and concerns. • Clearly explain the need for change, the expected benefits, and the potential challenges. • Make it clear that their opinions are important and that you want to hear them. • Show how the change will benefit the audience in a real and tangible way. • Seek input and involve the audience in decision-making. You can use surveys, focus groups, or workshops to gather their ideas. • Be open to change yourself and show that you understand the reasons why people might resist. • Keep the audience informed and engaged by providing regular updates and opportunities for feedback.
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Cuando enfrento resistencia de altos ejecutivos durante una charla motivacional, trato de conectar desde un enfoque estratégico, alineando el mensaje con sus objetivos y prioridades. En lugar de imponer ideas, hago preguntas que inviten a reflexionar, como “¿Cómo puede el bienestar en el trabajo potenciar el rendimiento del equipo?” o “¿Qué impacto tendría un equipo más motivado en sus resultados?” También comparto casos concretos que demuestran el valor de lo que propongo, y reconozco los desafíos únicos que enfrentan en sus roles. En mi caso, la clave es mostrarles cómo la motivación y el bienestar pueden ser herramientas que fortalezcan su liderazgo y objetivos empresariales.
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