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When You Think That Your Strategy Is Wrong
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When You Think That Your Strategy Is Wrong

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  • 1. When You Think the Strategy is Wrong
  • 2. 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.
  • 3. 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.
  • 4. 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.
  • 5. 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.
  • 6. 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.
  • 7. Right Way to Say Understand 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.
  • 8. Right Way to Say Understand 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.
  • 9. Right Way to Say Contextualize 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.
  • 10. Right Way to Say Proceed 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.
  • 11. Right Way to Say When 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.
  • 12. 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.
  • 13. 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
  • 14. Lico Reis Consultoria & Línguas Roberto Lico Reis Feel free to send us suggestions about new presentations, that can help you to face your life or professional challenges. www.licoreis.com [email_address] E-books: www.migre.me/oQ5 Linkedin: www.migre.me/1d9r Twitter: @licoreis

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