{"id":111357,"date":"2023-05-12t11:58:13","date_gmt":"2023-05-12t15:58:13","guid":{"rendered":"\/\/www.g005e.com\/?p=111357"},"modified":"2024-08-27t17:02:27","modified_gmt":"2024-08-27t21:02:27","slug":"nine-ways-to-handle-partners-with-strong-views","status":"publish","type":"post","link":"\/\/www.g005e.com\/2023\/05\/12\/nine-ways-to-handle-partners-with-strong-views\/","title":{"rendered":"nine ways to handle partners with strong views"},"content":{"rendered":"

\"angry<\/a>take a moment to focus on learning, not winning.<\/strong><\/p>\n

by august j. aquila<\/i>
\nwhat makes a great partnership<\/i><\/a><\/p>\n

question:<\/strong> since recently becoming our firm\u2019s managing director, i\u2019ve been engaging a number of my colleagues in discussions on how we should be concerned with delivering more value to our clients. i think this is an important issue for us going forward and find that most of my partners are on board conceptually and willing to explore the issue.<\/p>\n

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however, there are a few who are have responded uncompromisingly, with rather curt, dismissive statements whenever the topic comes up. any tips for me on how you might handle the partner who holds strong beliefs on high-stake topics and demonstrates little willingness to either listen or consider alternative views?
\n
\nresponse:<\/strong> members of the managing partner\u2019s leadership advisory board (the lab) confided that during their respective tenures there were always a small handful of folks who resisted everything that seemed new or progressive … the fortune list of best places to work was for sissies; having offices outside of your core market was silly when your core market was such a strong market; a proposed firm childcare facility was inconsistent with the workplace as they envisioned it; 360-degree reviews let the inmates take control of the asylum; and finally, new technology was a waste of money and a drain on partner profits.<\/p>\n

the lab has some advice, both general and related to the \u201cvalue\u201d issue you raised. first, keep in mind that an idea isn\u2019t \u201cnew\u201d just because you happen to think of it. that means that some of your partners will feel they know about the idea, have thought it through and have either accepted or rejected it in their practice. \u201cenhanced client value\u201d may be one of these. it is quite a popular (and fashionable) discussion topic these days and while some partners do react to it by resisting change, some others \u2013 some rightly \u2013 may feel that they have been delivering value quite effectively for a long time.<\/p>\n

that said, dealing with dismissive and resistant people can be extremely frustrating. trying to change them can be even worse. understanding why one of your partners finds it so difficult to change can provide some insight and relief. although changing another person is out of your control, there are some things you can do that can help. here are a few suggestions based on our collective experience:<\/p>\n

1. you might want to explore getting the message to come through directly from your clients or competitors.<\/strong><\/p>\n

in the case of value, it should be easy to find support for your views on both of these fronts. after all, it\u2019s one thing for the leader to say, \u201cmy beloved partners, i think we should begin to explore this particular initiative in order to better serve our clients.\u201d but have you ever noticed how some messages are taken far more seriously and gain far more traction when they come from the mouth of one of your important signature clients?<\/p>\n

some managing partners have done an admirable job of simply bringing clients to the table on a regular basis to talk to their partners about what\u2019s going on in their industry, what new issues are emerging and what they think outside firms should be doing to partner with them. those same managing partners can then be found roaming the halls over the next following days, talking to each partner about what he or she thinks about what they heard that particular leader say.<\/p>\n

the same can be said with respect to how many partners react when they read about something one of their competitors (whom they have some respect for) is doing. find a way to casually distribute to your partners, news and rumors about what you find competitors taking action on. done well, you will soon have a line at your door of partners wanting you to take some kind of action on the very same issue.<\/p>\n

2. let your difficult partner be heard \u2013 but in more depth than quips \u2013 so you and the other partners can assess the merits of his or her views.<\/strong><\/p>\n

people usually have a reason \u2013 be it rational or emotional (likely a combination of the two) \u2013 for why they don\u2019t want to support a particular issue. a mistake you can make as a leader is to assume you know why.<\/p>\n

even if some obstinate partner has shared his or her reasons in the past, it is important to ask them about their concerns and reservations this time. do this in as authentic and non-threatening way as you can. your goal is to truly understand what they are thinking and feeling about the particular subject. recognize that you\u2019re dealing with the psychological complexities of a person here, not just a \u201crational, logical\u201d situation.<\/p>\n

be sure your interest is sincere. if you just want a chance to demonstrate the perfection of your own opinions, you may be assured that you will elicit the same from your partner. but if you want dialogue, be sure you are open to new information and perspectives. your goal should not be to convince them or influence them at this point. your goal is only to listen. recognize that doing this may, in itself, be tremendously valuable. the chance to describe thoughts and feelings often helps the resisters understand their feelings better themselves. be willing to ask exactly how big of a deal this issue, and their resistance to it, is. assuming you are familiar with \u201cactive listening\u201d techniques, this is a good time to use them.<\/p>\n

3. acknowledge that you heard your partner and understand his or her views \u2013 you can then respectfully agree, disagree or just move ahead without them.<\/strong><\/p>\n

everyone appreciates being heard in a nonjudgmental way and your partners need to be acknowledged for their opinions. depending on the issue and your partner\u2019s particular response you have a number of alternative courses of action:<\/p>\n