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rejects the idea for objective, logically sound reasons. If you're going to toss out an idea, support it until someone changes your mind or the minds of the rest of the group members. |
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Tip 418: If you can't manage a touchdown, try for a first down. |
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If you can see that your idea will not be accepted in total, settle for measured success. Suggest that the team give you the go-ahead in a limited way. Ask for a "test run" at some phase of the project "before too much money is spent." All you may need is a little running room to prove that your idea or plan has merit. Don't give up simply because you don't make a touchdown with the first play. |
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Tip 419: End with impact; Don't just fade away. |
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If you're presenting an idea, don't limp away with a sputter. Don't simply drop your eyes, tune out with body language, or let others grab the floor and run away with it. Bring the discussion to closure. Summarize your idea, the pros and cons mentioned, any decision made, and suggest the next follow-up step. Also take responsibility for the fate of the entire meeting. Do your part to make it successful. If the meeting is unproductive and disruptive, decide on the corrective action you'll take next time to change the dynamics. |
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Tip 420: Don't sound like a broken record. |
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Present your idea and support it. After a fair hearing, if the group nixes it, move on. Bring that discussion to an end and meet the next agenda item head on. Nothing irritates others more than having someone continue to bring up a pet proposal or peeve and whine, whine, whine. |
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Tip 421: Build support for your ideas behind the scenes. |
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Take your model from Congress and the White House on this technique. Just as the President calls individual representatives and senators to the Oval Office for a "briefing," rally support by giving a preview of your ideas before you ever go into a meeting. |
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