“Working with Eric was a pleasure. We developed a good rapport and established a level of honesty and trust. I valued his counsel and recommendations. I find Eric to be very competent in a variety of disciplines. He is able to correctly diagnose organizational problems and suggest solutions that are on point. I found Eric to be a professional with the highest levels of honesty, integrity, and ethical behavior. I would not hesitate to engage his services again in the future.”
Kathy Lueckert,
former Corporate Services Director,
Department of Planning and Development,
City of Seattle
(Kathy is now Director of Planning and Finance for Advocacy and Communications at World Vision.)
“I've worked closely with Eric on developing and presenting the Leadership Eastside community leadership program. He has that rare blend of extensive real-world experience along with a very strong background in theory and research. He moves easily between big picture strategy and the tactical details. Eric brings a superb ability to plan, execute and follow-through, both as a behind-the-scenes planner and as an upfront instructor and facilitator.”
Annalee Luhman,
founding board member,
Leadership Eastside
Conflict and change: The blog
3 April 2009
Wait to ask for opinions
You’re in a meeting. You’ve got an objective to, say, get people to move forward on a project idea. Early in the meeting, you ask for people’s opinions on the idea. The group goes around the table, and each person speaks their piece.
Unless everyone’s in favor of going forward, you may have just reduced your chances of success.
Why? Because people’s minds are more open and receptive to different ideas and perspectives when they have not yet publicly stated a position.
Once someone states their position verbally, they get attached to it. They have to defend it. Adhering to their earlier public commitment becomes important.
Of course, people sometimes do change their minds, and they might make a public statement that they’ve had a change of heart. But that doesn’t happen nearly as often as “sticking to the guns.”
That’s because people don’t want to look wishy-washy or to lose face, so they stick to their earlier pronouncements.
This is why the influence leader needs to be careful about asking for public commitments. Don’t ask too early, before you’ve had a chance to make a case, provide facts or share your perspective.
If you ask too early, you’ll have to contend not only with people’s substantive objections to your proposal but also with their need now to look strong and certain.
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