????5. 探索互惠互利的可能性

????這樣做會讓請求者了解其請求的影響，并且有可能會重新考慮。在其他情況下，你得到的回報可能遠遠高于付出。雖然你的工作會增加，但每一次肯定的回答，都應該是一個雙贏的局面，正如戰略合作伙伴關系可以帶動兩家公司快速增長一樣。

????6. 在拒絕之前解釋自己的苦衷

????沒有任何理由的拒絕，往往暗示請求不合理，或者請求者本身有問題。提出請求的人或許并不清楚你的預算限制、目前的工作量或競爭壓力。在這種背景下，你也可以對未來的請求做出鼓勵性的聲明。

????7. 對事不對人

????保證請求者清楚你對他們的態度是肯定的，盡管鑒于你目前的工作量、策略或其他限制，你無法完成請求的任務。這樣一來，請求者就不會認為你的拒絕是一種對個人的侮辱。

????8. 用積極的理由來解釋拒絕的原因

????通過積極的解釋，讓你的回答聽上去更順耳。例如：如果你的合作伙伴要求你去參加一次會議，但你的產品開發截止日期即將到來，你可以向對方解釋這些任務（肯定），它們如何讓你脫不開身（否定），最后證明自己的重點是準時交付一款產品（再次肯定）。

????9. 推遲到更合適的時間做出決定

????要求在你可以給予請求者全部注意力的時候，再與對方討論其請求。創業初期，混亂是常態，在這種情況下，雙方很容易產生誤解。要注意不要做出那種經常會讓否定回應更加難以接受的身體語言和語調。

????10. 使用非防衛性語言，但一定要表述清楚

????如果請求者將你柔和的拒絕，理解成“是”或者“可能”，最終只會兩敗俱傷。而長篇大論的解釋，通常會被理解成防衛或抵觸。你的回答應該是堅決的，不能感情用事。你只要明確地拒絕就可以，拒絕時不妨報以歉意的微笑。

????你沒有必要為了被其他人視為領導者，而成為凡事都說OK的人。事實上，看看你周圍的領導者，你會發現他們并不害怕對傳統觀點說不，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，不論拒絕還是同意，他們都能以同樣的信念和激情說出自己的決定。這才是改變世界和拯救自己的最好方式，所以就從今天開始吧。（財富中文網）

????譯者：劉進龍/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.