When someone disagrees with your decision (based on their own perception or situation), please do not devalue him/her.
Research has proven that the higher people go on the proverbial leadership ladder, the more sensitive they tend to get about their decisions; especially when others do not agree with those decisions. They tend to ‘fight’ or react badly, rather than reason.
The negative thing about fighting or reacting badly is that it could end up costing them the loyalty of good employees, good relationships, and even resources.
The scenario described above is usually typical of leaders whose direct reports are leaders too. That is not to say it doesn’t happen with leaders and their teams. It is simply to say that leaders who have direct reports that are leaders will do well to pay particular attention.
In my experience, I have seen senior leaders make decisions that affect teams without consulting with the team leader responsible for that team. They only call the team leader ‘in’ to relay their decision and to ask them to pass it on to their team members. If for some reason the decision is challenged or questions are asked, the senior leader will become dismissive, upset, or patronising. They will neither open the decision up for discussion nor ask for the input of their direct report. In the case that they ask, they do so to fulfil all righteousness. Furthermore, they’ll consciously or unconsciously label that direct report as a ‘bit of a handful’/troublesome. In some situations, those direct reports will have some leadership responsibility taken away from them. This should not be so.
If you’re going to make a decision about an issue concerning a team, the best way forward is to consult with those directly involved with that team. They are the ones who will need to act on that decision so it is only fair that they are involved with the decision. The team leaders know their team and the workings of the team so they know more than a little something about what affects their team.
I cannot stress this enough; a senior leader can hardly know team members or a team better than the team leader who spends more time with them and manages the affairs of the team.
If your direct report disagrees with your decision, that’s an opportunity to gain further insight into the issue as well as figure out a workable solution. Genuinely hear them out and have an open mind to take on what they say. Ideally, it is advisable to reach a decision with them instead of delivering the decision to them. However, if that is not possible for some reason, endeavour to open up the decision for discussion. This is so that the decision made is what is best for the team and unnecessary resistance from them can be avoided.
I know that it can be a bit touchy for you to make a decision you believe to be best, only to have your direct report somewhat counter it. But please, do not devalue your direct report for not agreeing with your decision. Doing so portrays you as a controlling leader and it encourages disengagement. Do your best not to undermine or downplay your direct reports because they’ve voiced an opinion that is different from yours. They are leaders in their own right and if you think about it, they must have done something right to be in a leadership position, just like you have. And unless your direct reports have shown themselves to be wilfully incompetent, please and please; listen to them, genuinely take on board what they say, and work with them for the greater good.
Helpful tips to improve your decision making
The tips listed below will help you move beyond a disagreement in opinions and avoid devaluing your direct reports.
1. Before reaching your decision, ensure you have done your due diligence by speaking to those directly involved with the issue.
2. Check your motive. Is your motive driven by something other than the good of the whole? If it is, redirect your motive and revisit your decision.
3. If you’ve already made a decision without anyone’s input for some reason, then please clearly communicate the decision you’ve made, state why you’ve made that decision, and be willing to accommodate questions. Stating the reason for your decision is very important because it helps others ‘see’ where you’re coming from. If you are not able to state the ‘why’ behind your decision, something’s not quite right somewhere.
4. Do not take the disagreement of your direct report personally; stay focused on the issue at hand and on the good of the whole.
Lead Right and Live Light
Belinda
