These are interesting times we live in, often polarizing us with co-workers, project partners, family members and friends.
But no matter what, we’re going to need to figure out how to get along with people we disagree with. Because we’re not going away, and neither are they.
In today’s post, Pete shares his thoughts about how to find common ground with even the most diametrically opposed “others.”
Click here to find common ground with even the most challenging audiences.
At the start of a new year—especially in an election year—anxiety and communication challenges tend to rise. People feel distance, difference, and disconnection from colleagues, friends, and even family. These moments can affect leadership communication, client communication training, and the way we show up in any professional or personal setting.
When you enter a conversation with someone who feels light years apart from you, it’s easy to believe you’ll never agree on anything. But in our presence coaching and presentation skills coaching work, we consistently remind people that common ground always exists. You are both human beings navigating life, relationships, stress, and hopes for the future. Their perspective is not unthinkable—because they’re thinking it. It’s human, and therefore relatable.
Instead of reacting to the difference, practice mentally “teleporting” to what you share. This mindset builds confident presence and strengthens client engagement skills, whether you’re in a heated personal discussion or a high-stakes AEC interview preparation moment. Look for something so broad, so universal, that no one can reject it. You might say, “Here’s where we agree—we both care about our community,” or “We both want to live well,” or “We both want to get along with the people around us.”
When you feel that instinctive pushback—that fight energy, that urge to argue—you won’t change their mind. But you can build a bridge. This skill is central in shortlist interview coaching, leadership communication, and professional services communication, where emotional reactivity derails connection. When you guide conversations toward shared values, you create space for relationship-building, better business speaking skills, and stronger client engagement.
Once you establish agreement, the topic may naturally shift. You may even find yourselves discussing what you both appreciate and understand. This approach mirrors what we teach in interview skills training for professionals and group presentation coaching: start where your audience already agrees, and build from there.
Try this practice in your next difficult conversation. Notice what changes when you shift from defending your point to affirming shared humanity. I’d love to hear what you discover.
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