If you and your team have ever come up with a smart solution to a problem but have a “play it safe” boss who’s too risk-averse to present it to senior leadership, you need to watch this week’s “Calling the Game” video. You’ll learn some strategic options you can employ to break through a fear-based company culture—and make sure the hard work your team has put in shines through.
Strategic Options for Breaking Through a Fear-Based Company Culture
If you have been in your leadership role for a while, your career advancement has been based on several things: your functional expertise, domain knowledge, business acumen, and ability to influence decisions – particularly when you are asked to present options to senior leadership.
This is where the sum of all you bring to your role is put into play to support the business while also increasing your influence and impact.
But it is not always this straightforward, is it?
What if your boss doesn’t have the confidence in their own position, the political currency, or maybe even the courage to present your recommendations to senior leadership – particularly ones that may be controversial, that oppose current thinking, or suggest a different path than what has been pursued in the past?
Like when your boss says: “We can’t propose that because she (the senior leader) won’t like or accept it”.
Well, that can take the air out of your sails.
You are thinking: “Why am I in this role as the ‘expert’ and asked to present options if I’m going to be shut down? What’s the point?”
Yes, what is the point? It’s no surprise to any of us that the higher you rise in an organization, the more personal agendas come into play, the more protective executives become of their position, and the less open they are to take risks. It’s a sad commentary but a real one, particularly in these times of instability and uncertainty. The watchwords become: Play it safe.
So, how do you respond to a play it safe boss?
I believe you have two options.
Option 1: follow your boss’ direction and just propose what she feels is the “acceptable” option. Now, that’s not going to feel very good to you or your team, assuming they participated in this work. It undermines your confidence and makes you question your value contribution to the organization.
Option 2: Push back a bit by asking your boss why only limited (i.e., acceptable) options can be presented. Isn’t it part of your job to objectively evaluate what is best for the business, taking the enterprise view? And, is this a one-off situation, or is this the way all senior leadership recommendations will be made?
Now, I get that this can be tricky and that all situations are different. But this general guidance is designed to help you better understand the reasons behind your boss’s request and what it means for the future – and for you.
Political dynamics and personal agendas abound at the top of any organization, particularly during times of uncertainty when fear-based behaviors take over more rational responses.
You must decide how much you want to push aside your own values, reputation, and personal integrity for the sake of someone else’s. That’s the bottom line.
To support you in calling your own game, I am offering my 30-minute online Introduction to Navigating Uncertainty course free to viewers for a limited time. Click on the link to sign up now!