when you think that your strategy is wrong
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When You Think the Strategy is Wrong
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Introduction• Chances are that at
some point in your career you've been asked to implement a strategy that was developed by someone other than yourself.
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Important Question• But what if you believe
the strategy you've been asked to implement is flawed?
• Perhaps you think the strategy won't achieve the intended result, or worse, that it will put the company at risk.
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Your Duty• Strategy development is a difficult,
time-intensive, and often messy process.
• The end result is never perfect. • However, as a good citizen in any
organization, you have an obligation to act if you see something wrong with your organization's strategy.
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How Could I express my concerns?
• It's important to find ways to express your concerns productively.
• By acting cautiously and thoughtfully, you can make your concerns heard while perhaps saving your team — or the company — time, energy, and money.
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Wrong Ways to Say
• This strategy is stupid and wrong.
• It isn't helpful.
• You are completely crazy about it!
• New Strategy, new problems.
• I will not follow such nonsense.
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Right Way to SayUnderstand the Full Picture
• An organization's strategy is often steeped in complex political issues.
• Before you speak up, try to understand the situation in which the strategy was developed.
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Right Way to SayUnderstand the Full Picture
• Use your network to find out more about the process and the assumptions used.
• Gaining a perspective on what went into the strategy can help you to reflect on what is underlying your concerns.
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Right Way to SayContextualize your Concerns
• No strategy is infallible, but it doesn’t require you to cause a mutiny.
• After you've done your research and reflected on your true motivations, if your concerns remain, it's time to verbalize them.
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Right Way to SayProceed Carefully
• You should start by going to your direct manager to share your apprehensions.
• This is a conversation that should happen in private.
• It is important when sharing your concerns that you provide data that supports why you're raising questions in the first place.
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Right Way to SayWhen to let it go – and
when not to
• After taking the above steps, if your concerns have been shrugged off or disputed, you may need to choose your battles.
• Skepticism is hugely helpful in organizations but bloody-minded obstinacy is not.
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Main Principles
• Don't:– Insist that your concerns be
heeded.– Assume you know the
assumptions or reasoning behind the strategy.
– Question the strategy in a public setting.
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Main Principles • Do:
– Understand the root cause of your concerns.
– Research the inputs and assumptions underlying the strategy.
– Express your concerns to your immediate boss first
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Lico Reis Consultoria & Línguas
Roberto Lico Reis
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that can help you to face your life or professional challenges.
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