The Language of Dialogue
Before, during and after your meetings, put yourself in the shoes of your potential partners to try to understand their needs and objections. Practice reflective listening. Instead of saying "but that's not a problem," try "so you're concerned that..." This approach will make administrators feel heard, and it will help you understand and thereby overcome their objections.
Tune into the language and terminology that is used by various departments. When appropriate, incorporate their preferred terms and be open to adapting your own vocabulary. In general, use "we" instead of "I."
Differentiate between interests and positions. What does that mean? Here is an example: If one person in an office wants fresh air but a coworker does not want a draft, it would be best for the two people to focus on how to fulfill both interests rather than getting caught up in defending personal positions. One possible solution: Opening a window in the next room.44
At some point during your meeting, administrators will likely want to get beyond the basic premises of your program and will start to ask detailed questions. When answering, always signal your appreciation of the questioner's interest. Even if the issue has already been addressed in your presentation, attend to it respectfully and thoroughly. Be aware that questions are a good sign and should be encouraged. Avoid saying "I don't know." If you are uncertain how to respond to a question, offer to provide an answer after you have had a chance to do some more background research. If you sense a loaded question, you can say, "I have some ideas, but would be interested in your point of view."