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When You Think That Your Strategy Is Wrong


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When You Think That Your Strategy Is Wrong

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