If you’ve ever had your ideas dismissed before you even finished explaining them, you know how defeating pushback can feel.

You share a well thought-out proposal, only for your boss to shut it down on the spot.
A senior leader resists your approach, even when you have the data to back it up.
Or worse, you hear the familiar "that won’t work here" before the real discussion even starts.

For many women in corporate, these moments trigger a lose-lose response.

Either you retreat to avoid being labeled as difficult, or you push harder and risk being seen as defensive. Neither builds the kind of influence that gets your ideas across the finish line.

Handling pushback like a leader isn’t about overpowering others. It’s about reframing resistance into mutual understanding, finding alignment, and earning support through composure and clarity.

This was the exact approach I used with my client recently in navigating pushback and conflict. She used empathy to gain alignment in her communication, which prevented the friction she had otherwise received from prior pushback. This not only got her amazing praise from her boss, but also led her to be selected for a high visibility project reporting into the C-suite.

Because those who rise fastest don’t avoid tension. They know how to navigate it strategically.
​
Let's make sure you can do the same. Here’s how.

3 ways to turn pushback into winning support like a leader

1. Reframe objections as opportunities

Pushback doesn't mean rejection. It’s often an invitation to refine your argument. When someone resists your idea, they’re simply signalling a concern that, if addressed well, could turn them into your advocate.

Here's a few easy, action steps to reframe objections.

→ Stay curious: Instead of reacting to pushback immediately, ask open-ended questions. This approach shows empathy and demonstrates your effort to understand their viewpoint better.

"Can you share what concerns you most about this approach?"
"What would need to change for this to work for you?”
"What would it take for this to become a yes in your view?"

→ Listen actively to their perspective: People are more open to listening when they feel heard. Don't underestimate the importance of this.

Follow up with empathic statements like: "I can certainly see where you’re coming from on this. If I were in your position, I might have the same concern."

→ Turn the concern into a conversation: Instead of dismissing their concern or hesitation, acknowledge their point and build from there. You may also need to provide additional context as to why your approach or recommendation is viable despite their concern. This could require new data points or substantiation to gain their full support.

Instead of saying: "That’s not an issue."
Use statements like: "That’s a fair point. Let’s explore how we can adjust this to make it work."

Now, let's role play a situation together.​ Let's say your manager resists your recommendation saying "I don’t think we have the resources for this."

Wrong response: "We just have to find a way."
​
Better response: "I appreciate you sharing that and have closely reviewed the resource allocation for this already. Which resources do you feel are the biggest constraint here? If I'm able to propose a solution for that, would I have your full support on this initiative?"

[Check out my free LinkedIn Learning nano-course Nano Tips for Handling Difficult Work Situations]

2. Align your message with what matters to them

People support ideas that serve their interests. If you can connect your proposal to their goals, you make it easier for them to say yes.
​
→ Identify their top priorities: What are they measured on? What pressures are they facing? What hot topics are most top of mind for them right now? Tailor your arguments to show how your idea helps them win. This is how you build collaborative objectives where there's a clear benefit for both sides.

→ Use "because" statements: Typically, people are more likely to agree and align with you when you justify your request instead of simply stating it.

Instead of: "We should implement this strategy."

Adjust it to something like: "We should implement this because it will save us 4 hours per week and improve team efficiency. I know that goal is important for our broader department too."

→ Tie your idea to shared goals: This will get you faster buy-in and face less resistance.

Instead of: "I think we should test this approach."

Use statements like: "Since our goal is to improve customer retention, this approach would help us achieve that. I'd love to walk you through my plan on this."

​This is the strategy I supported one of my clients on recently who had an important skip level meeting. We leaned into my EFM technique which builds on empathy and shared goals to fuel collaboration, not confrontation. In doing so, she overcame prior pushback from this leader and positioned herself as a thought partner while elevating her credibility.

Let's role play another situation together. This time, you propose a new process, but your leadership team pushes back saying, "We don’t have time to change this now."
​
​Your response could be:

"I completely understand the timing concern. In fact, this was a primary criteria I used in coming to this recommendation. Since efficiency is a key priority, I’d love to explore how this approach will actually save us time in the long run. Would you be opposed if I shared more on that?"

3. Use strategic persistence

One "no" isn’t always final. Many ideas face initial resistance before gaining traction, especially if this is being discussed with your senior leaders.
​
Remember, it's their job to challenge back and ensure you're making the most informed decisions together. The key is to persist thoughtfully without being pushy.

Here's some simple steps to focus on.
​
→ Space out your follow-ups: Don’t repeat the same argument immediately. Let time and context shift the conversation.

"I’ve been reflecting on our last discussion around [initiative/topic]. I completely understand why timing felt challenging then. Since priorities may shift, I’d love to revisit it in a few weeks once [related project or milestone] is underway. It could also be a good moment to explore how this approach supports that direction."

→ Bring new information: Revisit the discussion with data, examples, or fresh insights that reinforce your business case. This is also a good opportunity to show you practiced active listening by addressing the right concerns.

"Since our last conversation about [X], I gathered a few new insights that might help clarify the potential impact... And based on this, I believe revisiting the idea could address some of the concerns we discussed earlier. Would you be opposed to a quick meeting on that this Friday?"

→ Loop in other key allies: If others support your idea, leverage their perspectives to strengthen your argument. This is particularly helpful if your recommendations require involvement from other departments.

For example, if you pitched a new initiative, and leadership wasn’t convinced, you can:
​
- Gather success stories from other teams who implemented similar initiatives.
- Highlight a new challenge that makes your idea more relevant now.
- Find an executive sponsor who shares your perspective.

Then, when you bring it up again, you can frame it as follows:

"I know we discussed this in our last meeting. Since then, we’ve seen our operations department implement this successfully with our B2B marketing teams. Given our current challenges, I believe this would be worth revisiting again."

By approaching pushback as part of the process, and not the end of the conversation, you increase your chances of winning support.

You've got this!