文：萧理查德
01
Perhaps one of the greatest challenge being
a middle manager is to carry out a decision that you disagree with.
If it were up to you to decide, you would have decided otherwise.
Sometimes you are involved in the decision-making process, and other times you are just being informed about the decision.
Either way, you are being put responsible for ensuring that the plan is properly executed.
What should you do?
What can you do?
What will you actually do?
Perhaps, a natural reaction to such situation would be grudgingly accept the fact that you have to do what you have to do.
You might even be tempted to talk to your peers and colleagues about your feeling towards the matter.
While talking to others may seem to be a way for you to balance your emotional imbalances, it does no real good to you or to the matter.
We are hired to help our organization succeed.
By undermining the decision, intentionally or unintentionally, it won’t allow us to fulfil our role.
02
When you are faced with such situation, there are a few options which you can take:
1. Execution is even more important
While a decision is important, in many circumstances, execution is even more important.
It is the execution which impact the results.
Since the management had decided so, definitely it won’t be something totally detrimental to your organization.
Maybe there are some elements which are not good enough, when you carry out the plan, you can perhaps cover up those “shortfall” through your excellent execution.
As for those elements which are good for your organization, amplify them in your execution.
This way, you can maximize the impact you can deliver to your organization.
Instead of wasting time grudging on matter you cannot change, why don’t you focus on things you can control.
2. Not everyone makes the same decision
In an organization, information and scope of consideration are not always the same for everyone.
If the management eventually choose to make such decision, definitely, they must have considered the situation thoroughly.
Management will consider all possible available information, from all possible angles, for short, mid and long term, before making a decision.
You did not come to the same conclusion, more often than not, it is due to your lack of information.
Information can influence decision.
Of course, it could also be a situation where some information was withheld from the management, resulting them unable to include them into consideration.
If you feel that this could be the reason behind such decision, then you have an obligation to make the management aware of all possible information relevant to the matter.
Besides information, there are many other factors that could possibly influence the decision.
These factors include, but not limited to, experiences, strategic focus, desired results, etc.
You have to trust your organization that they must have considered all odds before coming to such decision and such decision is actually a good one.
3. Change your paradigm
Put yourself in the shoes of someone who believes deeply in the decision that was made.
You may be able to find new perceptive in the matter.
If you have hard time seeing from another perceptive, you can even ask those who can.
When you change your paradigm, you can see the good part about the decision.
A friend of mine once said “if you intend to look for weaknesses of someone, all you see are his/her weaknesses; if you want to find the good in someone, you will able to see the goodness in that person”.
There will always be something which you could learn from the decision.
If your mind is closed, you will not be able to see the other side of the same coin.
When you have to lead your team or co-work with others to execute the plan, and you don’t really believe in it, it will be tougher for you to fulfil your role.
Your team may even be influenced by your thoughts and feelings.
Eventually, the entire execution will be affected.
Imagine you communicate a plan halfheartedly,
you will get less than peak effort because people will sense that you are not enthralled with the job to be done.
Approaching the matter in this manner will not bring out the best in people, and no or little creativity.
When you and your team face obstacles, everyone is likely to amplify the problem, instead of looking for solutions.
Matters will just turn from hard to harder.
Alternatively, when you change your paradigm and see the goodness in the decision, you will be able to inspire others, bring out the best in people, build a strong sense of ownership and many more benefits.
When your team is working in such mode, people will focus on solutions instead of problems.
Communicating a plan with confidence can help create a self-fulfilling prophecy.
4. Change job
If you cannot possibly see the goodness in the decision, it could reflect the lack of trust you have in your organization.
If you don’t trust the management, it’s probably time to start looking for another job.
There is little meaning for you to continue working in an organization which you don’t trust.
03
As a responsible middle manager, your role is to help your organization succeed.
When you are able to fulfil this role, you can then add value to your organization.
As a leader, you are not alone, but actually leading a team of people.
You have responsibilities towards them as well.
When you have reservations about the decision, even if you don’t explicitly mention it, your team members can feel it.
The first 3 options listed above allow you to take a different approach and help you find “peace” with the decision.
If you cannot resolute with either one of these approaches, you always have the last option of finding yourself a new job.
Be reminded, as long as you continue to be in your role, you have a professional obligation to execute the management decision.
