One of the most difficult roles that leaders have to play is to lead in spite of someone else’s poor decision. As leaders, we work in organizations that are impacted by a multitude of people. Sometimes it’s another supervisor, sometimes it’s a factor totally out of our control (government regulations or new organizational policies). In these situations, the organization often looks to us to “fix” the problem, or make it go away. Sometimes they even expect us to look the other way so that the rule can be broken. But as leaders, we know that one of our greatest responsibilities is to maintain a productive organization, and keep the peace. Great leaders manage in spite of these circumstances, and draw upon a set of tools they’ve picked up along the way to inspire others to move forward.
Don’t blame. The worst thing a leader can do in this situation is to take the side of the organization, and badmouth the decision-maker. Although this might feel easiest to do (and might actually reflect your own opinion about the decision), leaders who do this are weakened. Not only does it alienate the person who made the bad decision, but also more importantly, it diminishes your stature in the eyes of the organization. By doing so you no longer distinguish yourself as different from the others – you’ve joined the ranks.
Learn and provide context. When the fury wears off, find an opportunity to share context with the organization. Unless the decision is totally ridiculous (in which case you should be taking other steps to have the person removed from the position), there was probably information that person had that caused the decision to be made. If you don’t understand the rationale, get it. Ask the person who made the decision what factors contributed to his/her choice. Learning the background can help inform how you communicate it to the wider audience. You will have a better understanding of why the decision was made, and better able to support it.
Find others who share your dilemma. In most situations, you’re not the only person who is faced with this uncomfortable role. There are often other officers in the group, or other volunteers who share your concern. Use one another as a sounding board and planning group. It’s important to have a “safe” group of people with whom to vent, commiserate, and then formulate a plan to move forward. One thing to note is that the higher you move in an organization, the tougher it is to find people who share your dilemma. Sometimes you have to find a “support group” outside of your organization with people who have gone through similar circumstances.
We all know that leadership is not about popularity. Nor is it about making easy decisions. True leaders understand that in spite of misguided or poorly executed decisions made by other people, we have to continue to keep the organization from breaking down. The trick is to think bigger than the individual – and our own opinions – and do the best thing for the wider group.
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