The tool is a four-letter matrix that master advisor and author Peter Block presents in his book The Empowered Manager: Positive Political Skills at Work. One dimension is agreement and the other is trust. In general, there are people who strongly agree with your idea and others who disagree. In the same way, there are usually people with whom you share a high level of confidence, and others than low levels. These three questions above are good guidelines for behavior that seems trustworthy to others. We must work to maintain trust at all times. These stakeholders do not like what has been said and do not trust the organization. They will generally resist all attempts at negotiation. Your opposition behaviour should be kept to a minimum. So ask; What can be done to appease them? You can never expect a general agreement from others. Those who profess people “yes” and who can be more dangerous than an angular type, “prove it to me” because they want to agree more than exercise conscious judgment.
The relationship. One way or another, they agree, so you probably don`t have to think about the most important players who can help or stop you. How much do you trust them? How much do they agree with your idea? Put their names in the matrix where they belong. Strategise, how you can rely on the strength of your allies, confirm the support of your strange bedmates, build bridges with your respected opposition and neutralize your opponents. If you answered yes to all three questions, you can be sure that you are on the way to a relationship of trust. The players in this quadrant are the ones you don`t trust, but who, for whatever reason, support you in this idea. Bless her for that. Set your common sales chance domain with them on this. Don`t expect a deal on everything. And don`t expect it to last forever.
Explore their motivations and develop a common strategy. You can have a history with these players, and if so, you have to set it aside for now to build on your common agreement. They never know, they can see that cooperation creates trust and they become allies. If so, it`s great! On the other hand, don`t be too open to it. Find your areas of common interest and work diligently, but otherwise a little careful. Hello, I work in a mental health agency as a manager and recently an employee who had been an opponent went to see the new boss and reported things about me that were not true. The new boss asked me for my opinion and confronted me without asking my opinion. I confronted the other person who denied this, but the new boss had stated that they had done it. Therefore, the confidence in the vacuum was made and the agreement was always in vain, so I think I now have a lawyer.
Scott McLeod applies a two-time matrix concept by Peter Block. The model is the analysis of leaders` relationships with their core people. How much do you do for each relationship and how much do you agree with them? Not every 2x… The point in the diagram below is that we need to put the right key stakeholders in a relationship of trust. Secondly – and above all – disagreement is in fact an accelerator, provided it is done in a relationship of trust.