You know your work. Getting people on board is harder.
You’ve checked the facts, thought it through and made the case. Yet the decision still isn’t moving.
Someone agrees in the meeting but does nothing afterwards. You delegate the work and end up taking it back. Or you say what needs saying and spend the rest of the day wondering why people seem annoyed with you.
You’d like to get on with your job. Instead, you feel like the cement between two very hard bricks: pressure coming down from above, a team looking to you for support, and you in the middle trying to hold it all together.
Each week, I share practical ideas, examples and questions to help you understand how the people and dynamics around you affect getting the work done, and what you can do about it.
How to get a resistant stakeholder on board. Push back without damaging the relationship. Keep delegated work delegated. And get recognised for the work you do without having to shout about it or feel like you’re selling yourself.
So you can move important work forward, have more space to do your own job and stop carrying every problem home.
You don’t have to become someone else to get heard.