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.
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Upset the Right People With Your Decisions
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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.