Most of the time – whether you agree with a decision or not – the best follower action is to pitch in, make it work, and be an advocate. Doing so may be difficult, though especially if you were not included in the decision- making process. Some times decisions are made without consultation or accommodation and sometimes that is very appropriate. Sometimes, the pace of work demands a rapid response. Remember, once a decision is made, you become its messenger-bearer to your staff, the advocate of the decision. If you cannot explain it well, why would the boss believe you will implement the decision effectively? If you do not follow the INTENT of the decision, how will your staff know what is expected of them? Share a workplace decision making experience with which facing some struggled. Share how approached supporting the decision.
Most of the time – whether you agree with a decision or not – the best follower action is to pitch in, make it work, and be an advocate. Doing so may be difficult, though especially if you were not included in the decision- making process.
Some times decisions are made without consultation or accommodation and sometimes that is very appropriate. Sometimes, the pace of work demands a rapid response.
Remember, once a decision is made, you become its messenger-bearer to your staff, the advocate of the decision. If you cannot explain it well, why would the boss believe you will implement the decision effectively? If you do not follow the INTENT of the decision, how will your staff know what is expected of them?
Share a workplace decision making experience with which facing some struggled. Share how approached supporting the decision.
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