TIFFANY UMAN
FACING pushback at work isn't easy – we've all been there. Maybe your boss shuts down your ideas before you’ve had the chance to explain them, or a key stakeholder resists your proposal despite clear evidence that it’s a winning approach.
When met with resistance, many opt for one of two responses: retreat fearing conflict or push even harder, creating unnecessary tension. But neither response leads to real influence. Overcoming pushback isn’t about mentally overpowering the other person. It’s about shifting their perspective, finding alignment and earning their support. It’s a skill that separates those who struggle to get buy-in from those who can consistently move their ideas forward by garnering the support of their leadership team.
Key mistakes
Even the best ideas get pushback. The way you handle resistance determines whether you gain momentum or lose credibility.
When someone challenges your idea, it’s easy to feel like you need to fight back. But reacting defensively and trying to bulldoze past objections without addressing concerns will only fuel their resistance further; creating more friction and making it harder to gain their alignment. People need to feel heard before they’re willing to consider your perspective.
Walking into a high-stakes conversation without anticipating objections is a recipe for failure. If you can’t address concerns confidently, others may question your know-how and credibility. If your argument focuses only on what’s important to you without considering what matters to them, you’ll struggle to gain traction. Alignment comes from connecting your ideas to their needs.
To turn resistance into winning buy-in, you need to convert pushback into support.
Reframe objections
Pushback does not mean rejection - it’s often an invitation to refine your argument. When someone resists an idea, they may simply be signalling a concern that if addressed properly, could turn them into an advocate for your proposal.
Here are a few action steps to reframe objections:
- Stay curious - Instead of reacting to pushback, ask open-ended questions like: “Can you share what concerns you most about this approach?” or “What would need to change for this to work for you?” This approach shows empathy and demonstrates your effort to understand their viewpoint.
- Acknowledge their perspective - People are more open to listening when they feel heard. Follow up with statements like, “I see where you’re coming from. If I were in your position, I might have the same concern.”
- Turn the concern into a conversation - Instead of dismissing their objection or hesitation out of hand, invite discussion with statements like, “That’s a fair point. Let’s explore how we can adjust this to make it work.” You may also need to provide additional context as to why your approach or recommendation is viable, despite their concern. This could require new data points or substantiation to gain their full support.
Alignment matters
People support ideas that serve their interests. If you can connect your proposal to their goals, you make it easier for them to say yes. Try following these three steps:
- Identify their top priorities - What are they measured on? What pressures are they facing? What hot topics are most top of mind for them right now? Tailor your arguments to show how your idea could help them win. This is how you create buy-in and build collaborative objectives where there's a clear benefit for both sides.
- Use “because” statements - Many studies have shown that people are more likely to agree to a proposal if the request is justified, rather than simply stated. So instead of saying “We should implement this strategy”, adjust it to something like “We should implement this because it will save us four hours per week and improve team efficiency.” See the difference?
- Tie your idea to shared goals - Instead of “I” statements like “I think we should test this approach”, use words and statements that appeal to the collective good. For example, “Since our common goal is to improve customer retention, this approach could help us achieve that.”
Strategic persistence
One “no” isn’t always final. Many ideas face initial resistance before gaining traction, especially if the proposal is being considered and discussed by senior leaders. Remember, it's their job to challenge and question in order to ensure you're making the most informed decisions together.
The key is to persist thoughtfully without being pushy. Don’t repeat the same argument immediately - let time and context shift the conversation.
When the discussion is revisited, use additional data and examples or fresh insights that reinforce your business case. This is also a good opportunity to demonstrate that you have practised active listening by addressing the right concerns. If others support your idea, leverage their perspectives to strengthen your argument. This is particularly helpful if your recommendations require involvement from other departments.
Resistance is part of influencing change. The key isn’t to avoid it - but to navigate it strategically. By reframing objections, aligning your message with others' priorities and persisting thoughtfully, you can transform a pushback roadblock into a stepping stone to success.
* Uman is a career strategy coach and workplace expert