(Part 4 or 7)
During an intense session a couple of front-line managers disagreed with the vice president’s (VP) decision to open an office in a new territory.
“This opening will place a lot of stress on my team and it is not going to succeed,” one front-line manager commented.
Another responded, “There is just not enough demand. My staff will be stressed out. I can’t get them to support the decision. They know my position.”
After additional discussion, the VP closed the meeting with, “I understand the new opening is a challenge, but it is a risk we need to take. I’ll need everyone’s support.”
At this point, continued opposition is bad for all. It reduces the chances of success and likely creates financial strain. Also, the VP may become upset with dissenters and remove them.
When you accept a leadership position, you become a part of the leadership team. Teams are more effective when members passionately support and challenge decisions during meetings, while agreeing to row in the same direction once the decision is made.
When asked why he supported an unpopular decision, one front-line manager respond, “I can read an organizational chart.”