When you have to execute a strategy, you disagree with

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Core Premise

The article focuses on a common leadership dilemma: you are tasked with executing a strategy or decision from senior leadership that you fundamentally disagree with — whether because you think it’s the wrong choice, it violates ethical norms, or it will harm people or performance. The authors frame this as a leadership paradox: you must uphold your personal professionalism and integrity while still honoring your organizational responsibilities.

Key Themes and Guidance

1. Separation of Judgment vs. Execution
   • Recognize that executing a decision is not the same as endorsing it. Your role as a leader isn’t simply “comply quietly” or “fight the decision” — there is a third option: steward the execution with integrity.
   • This reframing allows you to maintain credibility with both leadership and your team.

2. Clarify Before Reacting
   • Ask disciplined questions early to understand the rationale behind the decision:

   • What problem is the strategy solving?

   • What trade-offs were considered?

   • What does success look like in staged timeframes (e.g., 30/60/90 days)?
     • Separating facts, assumptions, and emotions keeps your response rational and constructive instead of reactive.

3. Focus on Influence, Not Control
   • Identify what aspects you can influence (communication, team support, mitigation plans) and what you must implement as decided.
   • Use your influence to protect what matters: people’s dignity, clarity of communication, and trust within your organization.

4. Lead with Humanity
   • Avoid hiding behind “just following orders.” How you deliver the strategy matters.
   • Deliver it with clear facts, humane language, and without unnecessary drama or cruelty.
   • Pay particular attention to how those impacted experience the transition — these shapes longer-term trust and culture.

5. Advocate Where Possible
   • Advocate for fair criteria, support mechanisms (e.g., severance, transition support), or refinements that reduce harm.
   • Even small adjustments can protect your team and strengthen execution outcomes.

6. Preserve Your Integrity
   • If a decision crosses ethical or legal boundaries, raise concerns formally with documentation.
   • If your conscience really cannot reconcile the strategy with your core values or professional standards, consider alternative paths (escalation, counsel, or even exit) that protect your integrity.

7. Managing Trust on Both Sides
   • How you handle execution when you disagree affects trust upwards (with leadership) and downwards (with your team).
   • Executing well under disagreement can increase your influence over time and build credibility, not just within your team but with senior leaders.