What do you do if your leadership decisions are being questioned?

Cuando mis decisiones de liderazgo enfrentan cuestionamientos, primero fomento un diálogo abierto y respetuoso para comprender las preocupaciones. Luego, invito a un análisis conjunto para encontrar posibles mejoras o aclarar malentendidos. Comunico mis conclusiones con transparencia y argumentos, demostrando así mi compromiso con la toma de decisiones fundamentadas. Además, fomento un intercambio de ideas para enriquecer el entendimiento colectivo. Finalmente, veo cada desafío como una oportunidad para adaptarme estratégicamente, reconociendo que la flexibilidad es esencial para el liderazgo efectivo y, en última instancia, busco reconstruir la confianza mediante acciones coherentes y orientadas al éxito del equipo.

Best leaders are really great listeners. It's good to listen supporting and opposing views patiently in a very inclusive environment. It might or might not give addition new perspective but surely build trust and Transparency to get acceptable solution.

You'd be surprised what you can learn if you listen - but with a VERY OPEN MIND. You can't bring an energy of "I'm right but I'll humor you" to the table. Keep your humility front-and-center and be willing to learn by leaning in, asking clarifying questions, and digging deeper to uncover the nuances that the other person may not even know are there. It's your job to lead - even in this conversation. Draw out their concerns, ideas, and fears and above all - make it safe and enjoyable for them to do so. The more you do, the more you establish yourself as a leader who listens and can be trusted, thereby earning more followers.

Take a steer from Stephen Covey; listening alone isn't enough... we must listen with the intent to understand, rather than the intent to reply. You don't have to agree with everything but seek to understand it. Consider your intent and the result you want from the conversation; and look for a win-win at the end of it.

To quickly assess if a mistake has been made, a great approach is to seek objective feedback from a diverse group of TRUSTED individuals who can provide different perspectives on the decision in question. This method introduces multiple viewpoints and can uncover blind spots in your understanding. Utilizing this collective insight can expedite the recognition of any errors and lead to more informed decision-making.

Take time to fairly evaluate the criticisms raised about your decisions after listening to concerns. Reflect on potential areas for improvement or misunderstandings, acknowledging that addressing mistakes is a sign of strength in leadership.

Once you've listened to the worries, it's important to judge them fairly. Think about whether the criticisms make sense and if they're fair. This thinking time helps you figure out if you need to do better or if there's just a misunderstanding to clear up. Being a leader doesn't mean you're always right; admitting and fixing mistakes shows strength. For example, if team members question your decision on a project, assess if there's a better way to approach it or if you need to explain your choice more clearly.

Já recebi questionamentos, na minha carreira, que eram pertinentes e me fizeram mudar a forma de encarar alguns pontos. Ninguém é dono da verdade, nem quem questiona, nem o questionado. Abrir o diálogo é saudável, pois permite a troca de percepções e experiências, possibilitando avaliar (de forma justa e isenta) sobre o que está sendo pontuado. Se autoavalie e, sempre que necessário, peça ajuda a pares, gestores e até a subordinados que possam agregar.

Never rush into conclusions. Always seek the second and even third opinion before you make a final decision. When people challenge your decisions, your thinking, and leadership skills are enriched. Diversity of those ideas brought by different people will trigger learning, equity and inclusion. When people feel they are listened to they tend to belong and their productivity increases. As a leader you always want people who can challenge your decisions, not those who say yes to everything. The Solomonic wisdom of fairness must always reign in your judgement.

When planning to 'communicate', instead, plan on how you can have a 'conversation' about this. Check understanding, and help them to understand your viewpoint and decisions too.

Consider framing your explanations not to be defensive but informative. Briefly explain the rationale behind your decisions and the desired outcome. This fosters trust and transparency within the team. Additionally, be open to further questions and address any concerns with patience and respect. This shows you value their input and creates a collaborative environment.

I appreciate the suggestion to ensure clear communication of findings to all relevant parties. Depending on the context, I'd also encourage this leader to consider sharing these insights more widely with the team. Structuring the discussion around a 'Key Learning' from the month can be effective. Acknowledge the employee's courage in challenging our approach on X and offering a solution. Highlight how their input has contributed to refining our approach, and express pride in their handling of the situation. This approach fosters trust and confidence within the team. However, it's important to exercise judgment as not every environment may support this level of openness depending on the problems you solve.

Communication is the oil that lubricates every relationship. Communicate effectively, with simplicity and clarity. Be consistent and open minded in your communication. Give room for feedback. Always remember the foundation of effective communication is emotional intelligence.

Outline actionable steps to address valid concerns or misconceptions identified during the assessment. Present concrete strategies or initiatives aimed at resolving issues and improving processes.

Transparency can be your best friend here, and providing insight into your thought process and how you arrived at the decisions you did - with the full breadth of information you're at liberty to share - gives your team reasons to trust you. I don't like the "educate tactfully" title here, as it implies that the other person needs to be shut down or put in their place. Sometimes people have trust issues, legitimate concerns, worries, or anxiety unrelated. Educate KINDLY, and RESPECTFULLY. This isn't to mean you should "tip your hand" and be subservient to your team - but it does mean that you need to provide more than you have, and this is your time to shine.

Questions are a good sign; means your team feels safe to ask. I've had the unfortunate experience of working for someone who failed in providing that opportunity. If we cannot explain the why of our decisions then we need to pause and really ask ourselves about the decision.

Tactfully educate team members about the complexities and trade-offs involved in making leadership decisions. Share insights into the decision-making criteria, constraints, and priorities that guided your actions. Offer opportunities for dialogue and clarification to address any misunderstandings and help team members appreciate the rationale behind your decisions.

Celebrate (a bit), we hire people to think, right? Then introspect (a bit), you have confidence in your own reasoned choice, right? I usually try to hear people out; there is always something valid to consider. I sometimes change my decision: remember that most decisions are based on opinions not values (you can always change an opinion, but values are enduring).

Educate team tactfully about decision rationale, sharing insights into process and considerations. Use questions as teaching moments to empower team with understanding of leadership challenges.

Flexibility and openness are the key! And, change is the only constant! It is like the "pocket change" that we carry - very vital!

It is impossible to follow a square peg sitting in a leadership role! Especially if there is an individual who insists on following leadership trends from the yesteryears because he doesn't feel comfortable coming out from his comfort zone as a leader. The fact of the matter is that change is the only constant and as imminent as time itself. Adaptability and versatility is crucial for a leader to be able to facilitate change across all generations, cultures and thoughts processes.

Be open to learning and adapting based on the feedback received about your leadership decisions. Reflect on the criticisms and suggestions offered by your team members and consider how they can inform your future decision-making processes. Use the experience as an opportunity for growth and improvement, adjusting your approach as needed to build trust and confidence in your leadership.

Embracing a culture of experimentation is pivotal in modern leadership. It's about fostering an environment where trial and error are not only accepted but encouraged. This approach empowers teams to explore innovative solutions fearlessly, knowing that each experiment, successful or not, is a step towards greater understanding and improvement. By treating initiatives as hypotheses and valuing the lessons learned from each outcome, leaders can cultivate a growth mindset that propels their teams forward, encouraging creativity, resilience, and continuous learning. This mindset shift is crucial for organizations aiming to thrive in today's fast-paced and ever-changing business landscape.

Somos seres adaptáveis e flexíveis na essência humana. Em situações de divergências ou questionamentos, podemos nos mostrar dispostos e disponíveis para alinhamentos.

It's natural to feel challenged, but taking a step back and acknowledging the concerns shows respect for your team. Strong leadership isn't about always being right. It's about fostering an environment where open communication and collaboration lead to the best outcomes. By addressing concerns head-on, you can rebuild trust and demonstrate your commitment to the team's success.

Acknowledge past setbacks as opportunities for growth. Set clear goals, take consistent action, and surround ourself with supportive individuals. Embrace change, learn from failures, and celebrate successes along the way. With determination and self-belief, we can navigate challenges and emerge stronger than before.

Being a leader, you will need to make decisions in the face of uncertainty. Mistakes are bound to happen. We need to ensure that we are learning from the mistakes and not repeating them. In one such instance, turns out that this person I hired was super toxic and created disruptions almost every day. My leadership was questioned for the hiring decision. I faced a lot of flak and lost confidence. But after introspection - realized that this person was gaming the system, and it wasn't my fault. I refocused my energies by taking up and successfully delivering a project with a new technology, which would serve as an example for future projects. This not only rebuilt my confidence, but also helped me regain the trust of my team and upline.

Während Anpassungsfähigkeit eine Tugend ist, muss sie mit Vorsicht ausgeübt werden, um nicht als Unbeständigkeit wahrgenommen zu werden. Ein klarer Aktionsplan mit definierten Zielen und Grenzen kann helfen, das richtige Gleichgewicht zu finden. Es ist wichtig, dass wir als Führungskräfte unsere Kernwerte nicht kompromittieren, selbst wenn wir flexibel bleiben.

Few ways that leaders can improve their decision-making skills: Gather and analyze data: Effective leaders take the time to gather and analyze relevant data before making a decision. Consider multiple options: Effective leaders don't just consider one option when making a decision. I will definitely ; 👇 Acknowledge the situation. Clarify the decision-making process. Seek to understand and empathize. Negotiate and compromise. Communicate and follow up Problem-solving and decision-making are essential skills for leaders because they enable them to navigate complex challenges, make effective choices, and guide their teams toward success.

When your leadership decisions are questioned, it's often also a positive sign of a team's trust and maturity, indicating they are comfortable engaging in open dialogue and challenging you. Encourage this as a vital component of a collaborative environment where diverse perspectives lead to better outcomes. Such interactions, if managed well, reflect a robust leader-team relationship where constructive challenge is not only accepted but valued.

Mostly, the very first thought response to any leadership decision is "What's In It For Me?" (WIIFM). When one attempts to educate their team/stakeholders about a decision, its crucial to help them understand "how this decision will impact aspects of their work" along with "how this decision leads to the greater good?" Most of the time the team and/or stakeholders tend to bring dissent regarding the impact on their work and ignore the greater good to be achieved. A leader needs to constantly help the team and/or stakeholders refocus on the bigger picture and the objective for which the decision had been made.

I believe that seeking support in cases like this is often underrated or entirely overlooked. As leaders we got to this level through help from others (our mentors). Asking those same mentors or other leaders for advice and support should always be part of the action plan. See how they’ve overcome similar situations and what have they learned not only from their successes, but more importantly from their failures.

A positive inference from the event of leader being questioned by his team is that the lines of communication between the leader and the team is open and the fact that the team questioned the leadership one to one rather than cribbing behind the back should be viewed positively. I followed a practice wherein 1st Saturday of each month was scheduled for one to one with my team wherein they could question me on any aspect and express dissent on my leadership decisions. These sessions were ideal opportunities for me to express my point of view as also pick up valuable pointers for course correction.

Develop skills and practices that build resilience and better handle feedback. Two recommendations: - Build positive intelligence. Identify the self-sabotaging self-talk and counteract with activities that build the mind-body connection. Spend even just two minutes several times throughout the day practicing mindfulness by hyper-focusing on a sensation: sight, sound, smell, touch, taste. - Self-compassion. Kristin Neff lists the components of self-compassion as mindfulness, self-kindness, and common humanity. Instead of avoiding the pain or allowing distress to hijack our lives into victimhood, we can with it as a part of our humanity. When we make mistakes or feel inadequate, we can be kind to ourselves and build resilience.