When leaders make decisions, they upset at least a small set of colleagues who would have preferred a different outcome or benefit from a competing choice. For some colleagues on some decisions, they respond strongly and negatively because the consequences of the decision erode their power or influence.
Upset the Right People With Your Decisions
Upset the Right People With Your Decisions
Upset the Right People With Your Decisions
When leaders make decisions, they upset at least a small set of colleagues who would have preferred a different outcome or benefit from a competing choice. For some colleagues on some decisions, they respond strongly and negatively because the consequences of the decision erode their power or influence.