The Researcher's Mindset That Helped Me Navigate a High-Stakes Pitch

There's nothing quite like the feeling of sharing an idea you believe in... and getting shot down in the first five minutes.

Some time ago at a former company, I’d spent years conducting user research across a product portfolio. I'd interviewed hundreds of people, listening closely to where users struggled and where opportunities might lie. Over time, I observed a clear pattern tied to a real, unmet user need. It pointed to a space that seemed worth exploring. Not only was it aligned with user needs and market signals, but it was also in a space where the company had relevant strengths. It was a bold idea, and pretty audacious from where I sat in the org. But it also made strategic sense.

I wasn’t in a role that owned product strategy and I didn’t know how to write a business case yet. But, I had so much conviction. (Er, hubris?) I’d built a solid relationship with a senior leader who was known for being bold and forward-thinking. So I scheduled time to talk.

Let’s just say I did not stick the landing.

I rambled. I front-loaded user insights. I didn’t connect the dots the right way. The leader cut me off within minutes and told me, very directly, that I didn’t understand the market and that the idea was a waste of time.

I froze, "deer in the headlights" style. I didn’t know how to defend what I was proposing. One thing I did know? How to be a researcher. Muscle memory kicked in and I shifted into "session mode." I had a deep well of experience approaching people with curiosity and knew how to let go of my own perspective and get fascinated by theirs.

Instead of retreating, I asked questions. I genuinely wanted to understand. What were they reacting to? What had they seen before that made this feel off-base? What risks were they protecting against? I made it my job in that moment to learn everything I could about their perspective.

That mindset — curiosity without defensiveness or judgment — is something I'd practiced for years as a researcher. And it worked! The energy in the conversation softened. We moved from shutdown to real dialogue. I didn’t walk out with approval for my idea, but I also didn't leave them thinking I was an idiot, either. I salvaged the moment and came away with a clearer understanding of the obstacles ahead. Fast forward a few years: after a lot of listening, refining, and input from smart, generous people across the organization, that early idea evolved. Pieces of what I’d originally pitched ended up intersecting with adjacent ideas. Together, they laid the foundation for something bigger (this time, with a real business case behind it) that led to a new product launch.

What became one of the most exciting and fulfilling chapters of my career came from a decision to stay grounded in learning, even when it was uncomfortable.

Here are three moves, borrowed from years of running research sessions, that anyone can apply when navigating high-resistance moments:

1. Lead with curiosity, not control.

When someone pushes back, don’t rush to reframe or defend immediately. Shift into researcher mode. What are they worried about? What context do they have that you might not?

2. Ask questions until you find the real concern.

People often lead with surface objections. But behind every “this won’t work” is usually a deeper concern: timing, resourcing, politics, prior failures. Stay with it long enough to find the real friction.

3. Let go of your point of view (at least for a moment).

Make space to deeply understand someone else's point of view. For a few minutes, make them the most fascinating person in the room. That shift in energy often changes everything.

You don’t have to win the room in one conversation. But if you can stay curious in the moments when your instinct is to push or pull away, you’ll often walk out with more than you expected.