When You Think the Strategy is Wrong

Introduction• Chances are that at

some point in your career you've been asked to implement a strategy that was developed by someone other than yourself.

Important Question• But what if you believe

the strategy you've been asked to implement is flawed?

• Perhaps you think the strategy won't achieve the intended result, or worse, that it will put the company at risk.

Your Duty• Strategy development is a difficult,

time-intensive, and often messy process.

• The end result is never perfect. • However, as a good citizen in any

organization, you have an obligation to act if you see something wrong with your organization's strategy.

How Could I express my concerns?

• It's important to find ways to express your concerns productively.

• By acting cautiously and thoughtfully, you can make your concerns heard while perhaps saving your team — or the company — time, energy, and money.

Wrong Ways to Say

• This strategy is stupid and wrong.

• It isn't helpful.

• You are completely crazy about it!

• New Strategy, new problems.

• I will not follow such nonsense.

Right Way to SayUnderstand the Full Picture

• An organization's strategy is often steeped in complex political issues.

• Before you speak up, try to understand the situation in which the strategy was developed.

Right Way to SayUnderstand the Full Picture

• Use your network to find out more about the process and the assumptions used.

• Gaining a perspective on what went into the strategy can help you to reflect on what is underlying your concerns.

Right Way to SayContextualize your Concerns

• No strategy is infallible, but it doesn’t require you to cause a mutiny.

• After you've done your research and reflected on your true motivations, if your concerns remain, it's time to verbalize them.

Right Way to SayProceed Carefully

• You should start by going to your direct manager to share your apprehensions.

• This is a conversation that should happen in private.

• It is important when sharing your concerns that you provide data that supports why you're raising questions in the first place.

Right Way to SayWhen to let it go – and

when not to

• After taking the above steps, if your concerns have been shrugged off or disputed, you may need to choose your battles.

• Skepticism is hugely helpful in organizations but bloody-minded obstinacy is not.

Main Principles

• Don't:– Insist that your concerns be

heeded.– Assume you know the

assumptions or reasoning behind the strategy.

– Question the strategy in a public setting.

Main Principles • Do:

– Understand the root cause of your concerns.

– Research the inputs and assumptions underlying the strategy.

– Express your concerns to your immediate boss first

Lico Reis Consultoria & Línguas

Roberto Lico Reis

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that can help you to face your life or professional challenges.

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