????有意思的是，正如你可能已經(jīng)注意到的那樣，這些事情大多都不是你所能控制的。“我同情那些缺乏上層支持、勉力推行重大改革的中層經(jīng)理，”布朗說。你需要做的第一件事是找到這樣的支持：“在上層尋找一位支持者，愿意傾聽和給出建議，定期向此人匯報(bào)事情進(jìn)展?！?/p>

????匯報(bào)應(yīng)該“盡可能坦誠和完整，”布朗補(bǔ)充說?！安灰鹊接龅酱髥栴}了，直接扔下一顆炸彈?！彼ㄗh，如果可以的話，選擇一位非直接老板作為支持者，因?yàn)椤叭绻麑υ挼娜四軟Q定你下一次升職加薪，談起問題和阻礙時(shí)就不會那么坦誠。”

????你或許可以擺明有這樣一位支持者，推動不情愿的下屬接受新計(jì)劃。“需要有一個(gè)更高層的人介入，解釋改革原因，”布朗說?！叭绻藗兛吹阶罡吖芾韺訄?jiān)定推行這項(xiàng)策略，如果他們能理解是為什么，大多數(shù)人會轉(zhuǎn)而支持改革?！?/p>

????如果他們不支持，又該怎么辦？如果你擺明了為何需要改革，如果你已確保每個(gè)人有必要的資源配合改革，不妨和那些仍然不愿接受的人坐下來談?wù)劊祭式ㄗh，“告訴他們，如果不能參與進(jìn)來，可能就得走人?！?/p>

????布朗說，解雇員工是經(jīng)理們必須要做的一個(gè)最艱難的決定之一，但你當(dāng)前第一要務(wù)是要完成第一季度的“驗(yàn)收”，否則到時(shí)候被解雇的就是你和他們。“這很難，”他說?！暗乙娺^太多公司，它們都是由于員工抵觸，最終放棄了優(yōu)秀的改革方案?！?/p>

????祝你好運(yùn)。

????反饋：你是否說服過員工支持一項(xiàng)最初不得人心的戰(zhàn)略計(jì)劃？就你而言，哪些管用？哪些不管用？歡迎留言評論。

????Interesting, but as you've no doubt noticed, most of these things are beyond your control. "I really sympathize with anyone in the middle who's trying to execute a major change without the right support from above," says Brown. The first thing you need to do is seek out that support: "Find a champion upstairs who will listen and make suggestions, and give that person regular progress reports on how things are going."

????These should be "as candid and complete as possible as you go along," Brown adds. "Don't wait until you hit a major snag and then drop a bombshell." If you can, choose a champion who is not your direct boss, he suggests, because "it's tempting to be less than honest about problems and setbacks when you're talking to the person who determines your next raise."

????You might also enlist your champion's help in getting your reluctant subordinates to accept the new plan. "Someone more senior than you are needs to step in and explain the reasons for the changes," says Brown. "Most people will get on board if they see that top management is committed to the strategy, and if they understand why."

????What if they don't? Once you've made it clear why the change is needed, and made sure people have the resources necessary to do their part, sit down with anyone who is still dragging his or her feet, Brown advises, and "tell them that, if they can't participate in this process, they may need to move on."

????Firing people is one of the toughest things that managers have to do, but your first priority has to be reaching that first-quarter "goalpost" and sometimes, Brown notes, it comes down to your neck or theirs. "It's hard," he says. "But I've seen too many companies where resisters were allowed to kill good ideas."

????Good luck.

????Talkback: Have you ever had to persuade employees to go along with an unpopular strategy? What worked (or didn't) for you? Leave a comment below.