00:00 I think one pushes back when one has a right to challenge but challenge in a
00:27 positive way. I think a pushback is necessary when the discussion is more
00:32 qualitative and subjective. When the facts are as they are then most people
00:38 will read them in the correct direction. When you are disagreeing about data see
00:44 if there are other people in the room who also have a similar view of the data
00:49 as you and see if you can garner their support in their pushback.
00:57 Second, defiance. Defiance actually means disobedience to say I will not follow
01:04 this order. I've had this situation before when I was the regional manager
01:09 of Hindustan Lever in the south. One of my people in accounts refused to
01:14 implement an order which we'd agreed. I had no choice but to call his boss and
01:19 put him on the call and say hey I think you need to handle this because this is
01:23 disobedience now. It's not about defiance.
01:28 Seek clarity when you're trying to push back. You're pushing back because you are
01:36 unclear about who has decision rights and who has accountability. When you are
01:43 unclear about that it's better to clarify that first about decision rights
01:47 and accountability before you push back.
01:52 If you push back with a narrow agenda of this does not suit me I don't think that
02:02 will work effectively in the long run. So push back first always in the best
02:07 interest of the company and I think everybody at the table will see your
02:10 commitment and why you're pushing back.
02:18 [Music]
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