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How do you influence and persuade cross-functional decision makers and stakeholders?

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Cross-functional coordination is essential for any project or initiative that involves multiple teams, departments, or stakeholders. However, it can also be challenging to influence and persuade others who have different goals, perspectives, or priorities. How do you overcome these barriers and build trust, alignment, and consensus among cross-functional decision makers and stakeholders? Here are some tips to help you succeed.

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1 Understand their needs and motivations

The first step to influencing and persuading cross-functional decision makers and stakeholders is to understand their needs and motivations. What are their pain points, goals, expectations, and constraints? How do they measure success and value? What are their interests and concerns? By doing your research, asking open-ended questions, and listening actively, you can empathize with their situation and identify common ground.

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Paul Eder, PhD

I Lead You to New Insights | Strategy Consulting, Artificial Intelligence, & Data Innovation | Author of FIRESTARTERS
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Leaders have differing needs. But there is one thing that unites them: the desire to be a top tier leader who drives results that matter. You can integrate that motivation into your project and communications. Make what you do universally resonant.

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Rodrigo Rosa

Linkedln Top Voice em Seguran?a do trabalho | Engenheiro de Seguran?a na Planova Planejamento e Constru??es
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Deve-se ter em mente qual a meta a seguir , para n?o ficar ambíguo quando for questionar algum quesito no sentido de persuadir os tomadores de decis?o a trilhar uma linha de raciocínio solicitada a ser seguida. . Entretanto, quando analisar os objetivos almejados, deve-se assegurar que o planejamento está alinhado com os valores principais que beneficiará o empreendimento. Nesse sentido é importante deixar claro com a tomada de decis?o que será estabelecida, que todos entendam qual objetivo de melhoria no aspecto da resolu??o do problema em quest?o.

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2 Communicate clearly and effectively

The second step to influencing and persuading cross-functional decision makers and stakeholders is to communicate clearly and effectively. This means using simple, concise, and jargon-free language, choosing the right channel and frequency, and tailoring your message to your audience. You should also use data, evidence, and stories to support your arguments, and address potential objections or risks upfront. Moreover, you should seek feedback, clarify expectations, and confirm understanding to avoid misunderstandings and confusion.

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Rodrigo Rosa

Linkedln Top Voice em Seguran?a do trabalho | Engenheiro de Seguran?a na Planova Planejamento e Constru??es
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Deverá haver uma comunica??o plausível entre as partes interessadas. Onde o objetivo é usar uma metodologia no qual há facilidade de dissemina??o fim de dissuadir os mesmos a seguir a linha de raciocínio que você pretende seguir. Para isso é impreterível mostrar possíveis argumentos de melhorias referente a tomada de decis?o que está sendo planejada.

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3 Build relationships and rapport

The third step to influencing and persuading cross-functional decision makers and stakeholders is to build relationships and rapport. This means showing respect, appreciation, and recognition, expressing genuine interest and curiosity, and finding opportunities to connect on a personal level. You should also demonstrate reliability, credibility, and integrity, and follow through on your commitments and promises. Furthermore, you should collaborate, cooperate, and compromise, and avoid blaming, criticizing, or judging.

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Rodrigo Rosa

Linkedln Top Voice em Seguran?a do trabalho | Engenheiro de Seguran?a na Planova Planejamento e Constru??es
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é indubitável o entendimento do processo e suas particularidades. Sobretudo, ao aplicar estratégias em prol de uma mudan?a benéfica, ficará mais fácil alcan?ar os objetivos almejados.

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4 Adapt your style and approach

The fourth step to influencing and persuading cross-functional decision makers and stakeholders is to adapt your style and approach. This means being flexible, agile, and responsive to changing situations, needs, and preferences. You should also be aware of your own and others' communication styles, preferences, and personalities, and adjust accordingly. For example, some people may prefer direct and assertive communication, while others may prefer indirect and diplomatic communication. Some people may respond well to logic and facts, while others may respond well to emotions and values.

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Rodrigo Rosa

Linkedln Top Voice em Seguran?a do trabalho | Engenheiro de Seguran?a na Planova Planejamento e Constru??es
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é importante enfatizar que a tomada de decis?o envolvendo gestores, e um quesito praticamente assíduo no ambito profissional. O profissional deve adaptar o estilo de abordagem com flexibilidade e clareza para ser melhor para ambas parte. Porém, e preciso uma boa comunica??o de informa??es para decidir qual melhor caminho a ser seguido.

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Aayush Jain

Senior DevOps | LLMOps | Architecting for GenAI | High-EQ Engineer
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Not everyone is the same. Some people are more analytical, while others are more creative. Some people are more comfortable with face-to-face communication, while others prefer email or phone calls. Be flexible and adapt your style and approach to the individual. For example, if you are speaking with a decision maker who is more analytical, you can focus on the data and research that supports your proposal. If you are speaking with a stakeholder who is more creative, you can focus on the big picture and the potential impact of your proposal.

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5 Leverage your network and influence

The fifth step to influencing and persuading cross-functional decision makers and stakeholders is to leverage your network and influence. This means identifying and engaging key influencers, champions, and allies who can support your cause, advocate for your ideas, and facilitate your access to decision makers and stakeholders. You should also use social proof, testimonials, and endorsements to demonstrate the value and impact of your proposals, and highlight the benefits and incentives for your audience.

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6 Negotiate and resolve conflicts

The sixth step to influencing and persuading cross-functional decision makers and stakeholders is to negotiate and resolve conflicts. This means being prepared, confident, and respectful, and focusing on the interests and outcomes rather than the positions and demands. You should also be open-minded, creative, and willing to explore alternatives and options, and seek win-win solutions that satisfy all parties. Moreover, you should manage emotions, tensions, and disagreements, and use constructive feedback, empathy, and active listening to diffuse conflicts.

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7 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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How do you influence and persuade cross-functional decision makers and stakeholders?

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1 Understand their needs and motivations

2 Communicate clearly and effectively

3 Build relationships and rapport

4 Adapt your style and approach

5 Leverage your network and influence

6 Negotiate and resolve conflicts

7 Here’s what else to consider

Cross-functional Coordination

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