## Problem
> My VP sends me mail saying that we have to get feature x in this release. I quickly assess that's not going to be possible nor am I sure it's the right thing even if it were.

## Actions taken
> First, what I didn't do was to say no. Instead, I first acknowledged that yes, that is a feature we need. I then asked him to tell me more about what he was hoping to accomplish by adding feature x right now. He responded that he was hoping to grow usage of one of our products. I agreed (again) that was something that needed to happen. And I asked if he was aware that we had not yet marketed the product to the target customers. I also reminded him that getting a new feature in at this point would be considered very risky by key internal partners. He responded that I was "right" and we should do it later.

## Lessons learned
> When you think you are being told what to do by a superior and you think it's "wrong", first access your curiosity. Make sure you have shared context about the why. You will only get there by being truly open to hearing what your superior has to say. Saying no isn't going to work, but saying yes isn't the only alternative.

Learn how to handle conflicting requests from superiors effectively. Assess the situation, ask for more information, and provide alternative solutions. Saying yes or no isn't always the best option.

When faced with a seemingly impossible task from a superior, the author chose to access their curiosity and ask questions to gain a better understanding of the situation. Through this process, they were able to come to a mutual agreement that the task was not necessary at the time and could be done later. This demonstrates the importance of being open to hearing what superiors have to say and using curiosity to gain context before making a decision.

The first step of convincing is listening

Problem

Actions taken

Lessons learned

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