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You don’t have to be the most senior person in a room to
influence how decisions are made. When you have a lot invested in an
outcome, you can do some behind-the-scenes work to make things go the
way you want — even when the decision is ultimately up to the boss.
Start by understanding the final decision-maker’s interests. Ideally,
this involves asking lots of open-ended questions, such as “Help me
understand…” or “Say more about…” or simply “Why is this important to
you?” When you don’t have ready access to the senior person, look to
past decisions and statements — such as open memos to employees or
shareholders or social media posts — for clues about what matters most
to them. You might also consult with their trusted allies and
confidantes. Then use that information to make the case for why the
option you're advocating for aligns with what they care most about. But
don’t neglect other stakeholders; you don’t want to be known as a brown
noser, backstabber, or backroom dealer. So, be attentive to the
interests of others, and frame your argument in a way that meets their
needs as well and puts the team, not just your interests, first.
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