Choose the right time to start pitching ideas

選擇適當(dāng)?shù)臅r(shí)候發(fā)表意見(jiàn)

Morey Stettner

To sell your ideas, you need to listen to others first. Just don't listen too much.

想要?jiǎng)e人接受你的想法，首先要傾聽(tīng)別人的想法。但也別聽(tīng)得太多。

"When you keep listening to speakers, you let them reinforce their sense that they're right," said Nance Rosen, managing director of NAX Partners, a marketing and communications firm in Los Angeles. "It's like they're building brick after brick of a fortress by talking more."

洛杉磯一家營(yíng)銷(xiāo)通信公司NAX Partners的常務(wù)董事Nance Rosen說(shuō)：“如果你讓別人說(shuō)得太多，就會(huì)讓他們強(qiáng)烈地感覺(jué)自己是正確的。就好像建堡壘一樣，說(shuō)得越多，堡壘越堅(jiān)固。”

Instead, interrupt gracefully. Redirect the dialogue so that you can assert your point.

你要禮貌地打斷，引導(dǎo)話題的方向，這樣你才能堅(jiān)持你的觀點(diǎn)。

Author of "Speak Up! and Succeed," Rosen finds that the best way to interrupt in casual conversation is to hold up an outstretched hand toward the speaker. That, she says, is "a universal cue like a stop sign." At the same time, she'll say "great."

《說(shuō)出來(lái)！成功》一書(shū)的作者Rosen發(fā)現(xiàn)，在非正式談話中打斷對(duì)方最好的方法是朝說(shuō)話人舉起手，手掌要伸展。她說(shuō)這是一個(gè)“通用的”停止信號(hào)，同時(shí)還要說(shuō)“好極了”。

If the person misses her cue and continues to babble, she makes another short comment, "Thank you," to signal that she expects the speaker to finish.

如果對(duì)方?jīng)]有領(lǐng)悟到、繼續(xù)嘮叨，她就會(huì)再做簡(jiǎn)短的注釋?zhuān)?ldquo;謝謝”，以提示希望對(duì)方別再說(shuō)了。

Most people get the message and zip their lips. If they don't, Rosen interrupts again by saying "got it" in a firm but polite tone.

此時(shí)，多數(shù)人都會(huì)明了并閉上嘴巴。如果他們還不閉嘴，Rosen會(huì)再一次打斷，以堅(jiān)決而禮貌的語(yǔ)氣說(shuō)“知道了”。

By making a series of short comments to indicate that you understand a speaker -- and using the same prompts consistently to silence a motormouth -- you can train the person over time to talk less.

通過(guò)一系列簡(jiǎn)短的話來(lái)表明你理解了講話人的意思，并用同樣的方法讓說(shuō)個(gè)沒(méi)完的人閉上嘴，時(shí)間久了你就能讓這個(gè)人說(shuō)話少些。

When it's your turn to talk, maximize your persuasiveness by grabbing others' attention. Rather than plead your case and enumerate details that support your point, begin with what Rosen calls "a focus on misery."

當(dāng)輪到你講話時(shí)，要吸引別人的注意力來(lái)最大化地增強(qiáng)自己的說(shuō)服力。不要只是為自己的觀點(diǎn)辯護(hù)、列舉一堆細(xì)節(jié)來(lái)支持，應(yīng)該用Rosen所謂的“痛苦關(guān)注”方法開(kāi)始。

Specifically, engage others by identifying their pain, fear and unfulfilled desire. They will heed your remarks more closely if you begin by appealing to these palpable negatives.

具體地說(shuō)，用對(duì)方的痛處、恐懼和沒(méi)有滿足的欲求來(lái)吸引他們。如果你以這些明顯的消極因素開(kāi)始講話，聽(tīng)眾會(huì)更密切地關(guān)注你的講話內(nèi)容。

"Don't waste time on good news at the beginning," Rosen said. "It's a snooze. Happy talk isn't going to compel people to listen to you."

Rosen說(shuō)：“開(kāi)始時(shí)不要把時(shí)間浪費(fèi)在好消息上。那是安眠藥�？鞓�(lè)的談話不會(huì)讓人們聆聽(tīng)。”

For example, if you want to propose steps to your management team to streamline your operation, start by saying: "Sales are down, our rivals have launched a product that can steal market share from us, and we've squandered our potential to lock up our niche."

例如，你希望給管理層提出提高管理效率的提議，你可以這樣開(kāi)始：“銷(xiāo)售量正在下降。我們對(duì)手推出了一個(gè)產(chǎn)品，會(huì)搶奪我們的市場(chǎng)份額。我們封閉在狹小的環(huán)境里，浪費(fèi)了潛力。”

From that point, position yourself as problem solver. Show that you not only understand the obstacles but that you have also developed a plan of attack.

從這一點(diǎn)出發(fā)，將自己定位成一位問(wèn)題解決者。表現(xiàn)出你不但理解了困難而且還制定了一套解決計(jì)劃。

"Anchor your proposal by showing how it will empower you and your team to move forward on many fronts," Rosen said.

Rosen說(shuō)：“提出你的建議，展現(xiàn)這個(gè)提議會(huì)如何讓你和你的團(tuán)隊(duì)在各個(gè)方面進(jìn)步。”

Cite what she calls "heroic achievement stories" to showcase your experience as a leader who has overcome pain, fear and unfulfilled desire.

引用你的“英雄事跡”來(lái)展現(xiàn)你是一位打敗過(guò)痛苦、恐懼和未滿足欲求的領(lǐng)導(dǎo)者。

Start with phrases such as "From my experience navigating through a similar crisis, I've discovered that" and "When we were struggling to stay afloat 10 years ago, I decided to."

用這些話做開(kāi)場(chǎng)白：“從渡過(guò)類(lèi)似危機(jī)的經(jīng)驗(yàn)來(lái)看，我發(fā)現(xiàn)……”和“當(dāng)10年前我們要維持經(jīng)營(yíng)時(shí)，我決定了……”

By establishing credibility as someone who has triumphed over adversity, you reassure others that you're equipped to manage the current challenge. Through your stories, you can also champion the core values that your listeners care about the most.

讓別人相信自己能夠戰(zhàn)勝逆境，向別人保證自己具備管理目前挑戰(zhàn)的能力。你的故事同時(shí)也可做為你倡導(dǎo)聽(tīng)眾們最為在意的核心價(jià)值觀的例證。