You’re in an executive leadership meeting and someone just proposed an idea that you’re convinced is a huge mistake. It will send the company in a new direction that you’re certain will lead to disaster. Unfortunately, whoever’s making the proposal seems to present an apparently logical case with rosy predictions for its success. Still, your gut says those predictions are wrong.
The truth is, neither of you can really predict the future. But as a member of senior leadership much of your value to the organization comes from contributing your perspective to decisions with significant consequences.
If you have evidence to back up your concerns over the outcome of the proposal, certainly share them. But to have an even more effective impact on the decision, weigh the idea against the published core values of your organization.
You might surprise yourself and find that, even though the results of the proposal may seem negative at first glance, it’s the right decision to stay aligned with company values. Publicly recognizing this will show others that you understand the nuances of high-stakes decisions. And if you find that the decision would go against the company’s values, you’ll be able to make a much stronger argument than you could if you appealed only to predicted outcomes.
If you’d like a thinking partner to help you navigate a high-stakes decision on your own terms, let’s talk. Visit stevedwire.com/talk to start the conversation.
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