Naysayer Checklist

Naysayers will always be with us. They don't want to go along with our new idea. Analyzing the basis of their stance will suggest ways of changing their opinions, their stance or their influence.

• Genuine Concern: This naysayer is usually a supporter who really does not understand or accept our idea. Their opinion is important and needs to be explored fully, because they may understand something we do not. Best approach is to set up a meeting with them to frankly discuss the issues. Discuss means presenting and listening, not trying to persuade them. Follow-up meetings can be used to show how their concerns have been addressed and to gain support.
• No More: This naysayer has reached their limit of change and our idea hit their wall. Careful consideration should be given to this perspective, because they may be representative of many in the organization. The timing for implementing our idea can be adjusted: longer period of time, phased adoption, pilots, and even postponement.
• My Agenda First: This naysayer is nominally willing to support our idea, provided what they want gets done first. On a preliminary basis, consider this as a constructive suggestion; however, examine the proposal for perpetual delaying techniques. Revised timing may be a way to gain support, but parallel implementation is a more effective way of ensuring our idea survives and thrives.
• Later, Later, Later: This naysayer is not going along - ever. If this is the boss, put your energy somewhere else. If this is a colleague, gain overwhelming support from your other colleagues and move ahead. If this is a subordinate reporting to you, work through the disciplinary process or give them a sideline project. If this is a subordinate not reporting to you, carefully deliver the problem to their boss.

Naysayers sometimes disguise themselves by using words of agreement, but they never move forward. This analysis approach works for them, too.