Relieve the current dilemma cleverly
Leaders and subordinates are generally the relationship between command and obedience. However, if it is something that cannot be achieved by one's own ability, is detrimental to one's own interests, or the leader has not discovered the harmful requirements, those who are subordinates must have the courage to say "no".
If you meet a reasonable boss, saying "no" can win the boss's respect, favor, and trust more than simply obedient and flattering. It is easy for a boss to reject a subordinate, but it is difficult for a subordinate to reject a boss. Because rejection may make the boss feel that his position is challenged and his dignity is questioned.
When the boss makes a request and we have not directly refused, we can state some reasons euphemistically and deny the basis for supporting his request, and the reasonable boss will naturally give up his request.
The manager of a company held a discussion meeting to determine the new trademark, which was planned by the manager. It has already been decided, and now we have a meeting, just walk the formalities to show democracy.
"Gentlemen, today I would like to ask you for your opinions on the new trademark. Please speak up. I chose one here, and you are right in front of you." The manager said, grabbing a piece of paper from the table and raising it, saying: " There should be no objection to this Sunburst trademark, right? Mr. Michael, what do you think?"
"Very good!" Michael, the director of the sales department, replied with a smile. The manager then asked the directors of several other departments, and everyone agreed.
"Mr. Manager, I want to talk a little bit about my opinion." A young man stood up and said. He is a clerk in the export department called Smith, and he will replace him because the export manager is negotiating business abroad.
"This trademark is very good. It fully values our trading partner Japan, but ignores the largest Chinese market in Asia that we are trying to develop. Because of the special historical relationship between China and Japan, how can the Chinese tolerate a trademark like the national emblem of Japan? Does it appear in the country? So, the trademark is not thoughtful enough. What do you think, Mr. Manager?"
The manager froze for a moment, and after a moment of contemplation, he smiled and said, "There are defects in this trademark. The trademark has to be redesigned. Let your export department be responsible. You have a better understanding of the international market."
In saying "no" this time, Smith used roundabout tactics and wanted to catch it. First praised the trademark for its good work, and then armed with the manager's psychological guard, then cleverly presented the hard facts, weighed the pros and cons of the trademark, and calmly denied it. In this way, the manager’s self-esteem is fully maintained, and the overall situation is pointed out the harm of the trademark, so that the manager willingly accepts the opinions of his subordinates and gives up his own views.
When your boss makes a request that you can't do, as long as you are doing your best to be busy with his request, the leader will generally find that his request is excessive and take the initiative to give up his request. Although you have rejected your boss's request, you will also win his favor.