????5. 探索互惠互利的可能性

????這樣做會(huì)讓請(qǐng)求者了解其請(qǐng)求的影響,，并且有可能會(huì)重新考慮,。在其他情況下，你得到的回報(bào)可能遠(yuǎn)遠(yuǎn)高于付出,。雖然你的工作會(huì)增加,，但每一次肯定的回答，都應(yīng)該是一個(gè)雙贏的局面,，正如戰(zhàn)略合作伙伴關(guān)系可以帶動(dòng)兩家公司快速增長(zhǎng)一樣,。

????6. 在拒絕之前解釋自己的苦衷

????沒(méi)有任何理由的拒絕，往往暗示請(qǐng)求不合理,，或者請(qǐng)求者本身有問(wèn)題,。提出請(qǐng)求的人或許并不清楚你的預(yù)算限制、目前的工作量或競(jìng)爭(zhēng)壓力,。在這種背景下,，你也可以對(duì)未來(lái)的請(qǐng)求做出鼓勵(lì)性的聲明,。

????7. 對(duì)事不對(duì)人

????保證請(qǐng)求者清楚你對(duì)他們的態(tài)度是肯定的，盡管鑒于你目前的工作量,、策略或其他限制,，你無(wú)法完成請(qǐng)求的任務(wù)。這樣一來(lái),，請(qǐng)求者就不會(huì)認(rèn)為你的拒絕是一種對(duì)個(gè)人的侮辱,。

????8. 用積極的理由來(lái)解釋拒絕的原因

????通過(guò)積極的解釋，讓你的回答聽(tīng)上去更順耳,。例如：如果你的合作伙伴要求你去參加一次會(huì)議,，但你的產(chǎn)品開(kāi)發(fā)截止日期即將到來(lái)，你可以向?qū)Ψ浇忉屵@些任務(wù)（肯定）,，它們?nèi)绾巫屇忝摬婚_(kāi)身（否定）,，最后證明自己的重點(diǎn)是準(zhǔn)時(shí)交付一款產(chǎn)品（再次肯定）。

????9. 推遲到更合適的時(shí)間做出決定

????要求在你可以給予請(qǐng)求者全部注意力的時(shí)候,，再與對(duì)方討論其請(qǐng)求,。創(chuàng)業(yè)初期，混亂是常態(tài),，在這種情況下,，雙方很容易產(chǎn)生誤解。要注意不要做出那種經(jīng)常會(huì)讓否定回應(yīng)更加難以接受的身體語(yǔ)言和語(yǔ)調(diào),。

????10. 使用非防衛(wèi)性語(yǔ)言,，但一定要表述清楚

????如果請(qǐng)求者將你柔和的拒絕，理解成“是”或者“可能”,，最終只會(huì)兩敗俱傷,。而長(zhǎng)篇大論的解釋，通常會(huì)被理解成防衛(wèi)或抵觸,。你的回答應(yīng)該是堅(jiān)決的,，不能感情用事。你只要明確地拒絕就可以,，拒絕時(shí)不妨報(bào)以歉意的微笑,。

????你沒(méi)有必要為了被其他人視為領(lǐng)導(dǎo)者，而成為凡事都說(shuō)OK的人,。事實(shí)上,，看看你周圍的領(lǐng)導(dǎo)者，你會(huì)發(fā)現(xiàn)他們并不害怕對(duì)傳統(tǒng)觀點(diǎn)說(shuō)不,，而且這樣做反而為他們贏得了尊重,。他們掌握了拒絕的藝術(shù)，不論拒絕還是同意,，他們都能以同樣的信念和激情說(shuō)出自己的決定,。這才是改變世界和拯救自己的最好方式,，所以就從今天開(kāi)始吧。（財(cái)富中文網(wǎng)）

????譯者：劉進(jìn)龍/汪皓

????審校：任文科

????5. Explore the possibility of a reciprocal favor

????This will help the requester understand the impact of the request, and potentially reconsider. In other cases, you may actually get back more than you give up. Every yes should be a win-win proposition, just like strategic partnerships can bring huge growth to both businesses, despite the work.

????6. Explain your constraints before saying no

????Rejection without giving context implies an unreasonable request or a problem with the requestor. People making a request may not understand your budget limitations, current workload or competitive pressures. In this context, you can also make an encouraging statement about future requests.

????7. Say yes to the person and no to the task

????Make sure the requestor understands first how positively you feel about them, despite the fact that the requested task cannot be accommodated in your current workload, strategy or other boundary. Requestors are then less likely to be left with the impression that your rejection is a personal affront.

????8. Sandwich your no between two positives

????Make your answer more palatable with a positive explanation. For example, if your partner asks you to cover a conference, but you have development deadlines at risk, explain these commitments (first yes), how they lock you in town (no), and finish by confirming your focus to an on-time product (second yes).

????9. Defer the decision to a better environment

????Ask for the opportunity to discuss the request when you can give the requestor your full attention. When you are in the normal chaos of the startup day, both parties can be easily misinterpreted. Pay attention to body language and tone that often make the negative response more difficult to receive.

????10. Make sure your words are non-defensive but clearly stated

????No one wins when a requestor reads your softly spoken no as a yes or a maybe. Long, detailed explanations are usually read as defensive or confrontational. The answer should be strong and non-emotional. Just say no clearly, and smile as you say it.

????You don’t have to be viewed as a yes person to be viewed as a leader. In fact, if you look at the leaders around you, they are not afraid to say no to the conventional wisdom, and they gain respect for doing it. They have learned the art of saying no with the same conviction and passion they use in saying yes. That’s the best way to change the world and save yourself, so start today.