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
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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. -
Clarify Before Reacting
• Ask disciplined questions early to understand the rationale behind the decision:-
What problem is the strategy solving?
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What trade-offs were considered?
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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.
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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. -
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. -
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. -
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. -
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.
