I would have a “building trust conversation,” asking the manager to meet with me one on one in a neutral setting where we can have a coffee and not sit in a confined space or in an adversarial position. It makes a big difference if you sitting across from someone at a table or beside them or in cafeteria or taking a walk. Politely, then say “it seems like we’re not agreeing in our meetings and I feel a lot of resistance coming towards my ideas and wanted to check in with you. How I can present them differently to receive your consideration?” Ask open-ended questions to suss out why the resistance. Ask that they consider my ideas and allow space to share. The results are amazing when you are direct. Most are afraid to do it. Courage is key.

I’d focus on understanding the senior manager’s concerns by engaging them in one-on-one discussions outside of meetings. Building rapport can create a more open environment. In meetings, I’d ensure my ideas are data-driven and aligned with the organization’s goals, making them harder to dismiss. I’d also invite feedback, showing I value collaboration. Over time, consistent value will shift resistance to respect. It's important to speak in such a way that others love to listen to you; listen in such a way that others love to speak to you.

You need to make your ideas undeniable. Here’s the thing: their resistance is either due to ego or genuine misunderstanding. Either way, strip your points down to irrefutable logic and business value. Present data that resonates with their priorities, and leave the fluff at the door. If they’re blocking you out of pride, demonstrate how your solution solves their pain points. Eventually, it won’t matter if they like you, but they’ll respect the strength of your argument.

Begegnen Sie dem Widerstand auf Augenhöhe, lassen Sie sich dadurch nicht emotionalisieren und dadurch auch nicht entmutigen! Nehmen Sie den Widerstand ernst und drücken Sie auch "Verständnis" für den Widerstand aus. Das heißt nicht, dass Sie ihn gut finden sollen aber bestätigen Sie den Widerstand dennoch verbal. Z.B. indem Sie sagen, ich verstehe, was Sie meinen, ich kann Ihre Perspektive sehen, oder ähnliches. Hinterfragen Sie den Widerstand anschließend,, hören Sie aktiv zu und sammeln Sie Ansatzpunkte, auf welche Sie anschließend einsteigen können. Achten Sie darauf,, dass Sie den Widerstand nicht "wegargumentieren" sondern dass Sie Verbindungen schaffen. Vor allem sollten Sie Mehrwerte Ihrer Strategie darstellen.