7 Ways to Maximize Talented Naysayers
It offends me when “good” ideas are resisted and rejected.
Anyone who explains what won’t work before considering how it might work is a resistant, naysaying, uncommitted footdragger. But what if the opposite is true?
Some people anticipate problems as easily and joyfully as I delight in new ideas. (It’s hard to imagine.)
I’ve said, “Any fool can point out what won’t work.” But that’s wrong.
Wisdom, skill, and experience know why things won’t work.
What if people who anticipate problems see the future clearer than DREAMERS?
5 challenging people:
- Gullible novices who don’t consider consequences.
- Arrogant dreamers who reject contrarian input.
- Easily offended people who can’t tolerate corrective feedback.
- Persistent naysayers.
- Dedicated naysayers.
Difference:
Appreciate the difference between persistent naysayers and dedicated problem anticipators.
Persistent naysayers achieve little and habitually critique everything. In the end, they harm teams and hinder progress.
Dedicated problem anticipators pursue excellence and produce results. In the end, they protect gains and finish what they begin.
7 ways to maximize talented naysayers:
- Get clear on what you really want to accomplish before declaring your intention and seeking input from problem anticipators.
- Choose smiling over pouting. Avoid pouting when you don’t like what you hear.
- Ask yourself, “What if they’re right?”
- Lean into contrarian input that’s offered by people who consistently deliver results.
- Let go of offenses. Clinging to offense when someone resists your enthusiasm increases frustration and prolongs ignorance.
- Design plans with DOERS behind closed doors. (A DOER knows what won’t work and avoids it.)
- Cling to purpose. Adapt method.
When was the last time you actively sought advice from a talented problem anticipator?
The difference between skilled and unskilled leaders is a humble heart that seeks and considers input from many sources.
Leadership success is more about heart than activity.
How might leaders distinguish between persistent naysayers and talented problem anticipators?
How might leaders maximize the value of people who anticipate problems?
Bonus material:
Want to Anticipate Problems Before they Happen? Use this Strategy. (Inc)
9 Tips to Business Success By Anticipating Problems (Startup Pro)
How might leaders maximize the value of people who anticipate problems? Letting them know we value their expertise and run the project the way they see it. I have no problem with them running with the ball, develops confidence and trust.
How might leaders distinguish between persistent naysayers and talented problem anticipators?
time will tell, sometimes it in seconds ” we cant do that” and others no problem we can “do it this way”. You have the ones that see the whole picture and the others who just need guidance, soon they see the picture. We seem them as “doers” and “dreamers”. Granted there are times we need to communicate special instances they may not be aware of, so communication is key.
If they know we believe in them, they will perform.
Hi all, so much to think about here. We can ask people their reasons for determining one way is better than another? The problem with letting experience have the first and last say on everything is that time marches forward. Like the pediatric nurse who once told me ‘I’ve been doing things this way for 30 years’ as justification for some minor cruelty or other. But experience can also save frustrating and even dangerous situations. Hopefully we can ask ourselves ‘is this really just about staying comfortable where I am, because I’m overworked or fearful of reaction if a change doesn’t go as planned, a failure?’ Dan talks about stepping into the unknown future a lot. I think the worst naysayers are saying no to the future. The best are saying no to explosions and stuff.. Cheers !
Persistent naysayers versus talented problem anticipators–
Persistent naysayers have a negative tone, their attitude is, “I’m right; you’re wrong.” “I/m smart; you’re dumb.”
Problem anticipators are trying to help. Their comments aren’t designed to make them look good, but rather focused on helping insure success of the proposal or initiative.
Different “mental model.”
On change projects, persuading known naysayers over to your side can be one of the most challenging but rewarding tasks.
Bob,
But, how do you do it?
this is good advice, but i need to point out that #6 [Design plans with DOERS behind closed doors. (A DOER knows what won’t work and avoids it.)] can be construed as a “click” and feelings as well as trust me be hurt. be careful how you plan and who you plan with. If a small group of [Doer’s] are the only ones making decisions, you are in danger losing credibility among the rest of the staff. comments like “of course “they” made the decision” ” or “no one ever even asks me” can be signs that you are spending too much time with the Doer’s.
How to discern between the nagging and loyal alarmists?
The nagging are reactionary and obsess on tertiary details (neither relevant nor material), and yell, “Stop! Catastrophe ahead!”;
the loyal listen first and expand on the big picture (vision/strategy) to align the tactical choices, and whisper, “Whoa, whoa … Let’s slow our roll.”
I’ve noticed that the younger (and thus less experienced) have no real(istic) feel for scale and proportion … We just don’t teach it anymore, and the more virtually (read: digitally sophisticated) virtuosos they are, the more blatant the lack of these essential “soft” perspectives is.
The naggers want to be able to say, “Told you so.” It didn’t work.
The loyal want to be able to say, “You’re a genius.” It worked!
IMHE.
Actually, it occurs to me …
The naggers will say, “It can’t work!”
The loyalists say, “It can work even better …”
Persistent naysayers Dedicated naysayers
I developed a system years ago that has served its purpose, at least for me.
Project, first meeting- meeting of the minds. Direction and where we are going is on the table.
Second meeting- Everybody who will participate brings an idea on how to best reach the goal. “ANYONE and EVERYONE” who has not done their homework and offers a negative without a replacement idea, is noted. 3) Third meeting- Going forward, those who failed to offer a solution or a well thought out reason for the negative “THEY” raised, will not be invited to the third meeting. During the creative stage, anyone and practically everyone can see a weak point in a fresh idea.The dedicated problem anticipator is a valued team player. Not only will they see the weak point but also see the solution, or at best a partial remedy needed to go forward for the win… A persistent or dedicated naysayer has no value in a third meeting. Under the right conditions the cream will always rise to the top as will a hungry man/woman looking to succeed.
Some people simply don’t belong on some projects.
Thanks Ron. So powerful.
Some might suggest that you let people know your strategy of dealing with persistent naysayers. But, I’m not sure it would change them.
Get the right people in the room and they will determine the next best steps.