Identify your legitimacy strategy
Taking responsability for choices when under pressure
Making a choice is one thing, defending one that causes an outcry is
another! In this case you have to decide on the course to take. You have
to take responsibility for it in a flexible way without
alienating the "opponents ". In short, be diplomatic.
Compare
Remember
All decisions are defendable as and when you see them as
legitimate.You have to think about your decision again and again: what
objective, what principle does the decision correspond to? What
does it defend? What would questioning it mean? What would be
the pros and cons?
Explain your choices … up to a certain point
A contested choice is often a misunderstood choice. This is why
informing your partners, communicating what needs communicating, and
adopting a pedagogical attitude are as important as the
choice itself. Nevertheless, once the decision has been made and
the explications given there is no need to justify it.
Create the conditions so that the choice is the right one
Once a choice has been made there are still important things to
do: how do you make the decision the 'right' one? What must you pay
attention to? How do you coordinate if needed? What should
be the follow up?
Evaluation
Each question has only one correct response, but be careful: among the possible responses there is one that is "almost correct" and might make the choice harder!
1 / 3
An unapproved recruitment
You need to recruit for a
position available within your team, and you decide to recruit externally. You explain
your decision to the team (someone with a different prospective) but the team
strongly criticises you, accusing you of not recognising their competences.
What do you do?
You take advantage of the weekly meeting to firmly pass the message: "I
already explained the reasons for my decision. I won't change my mind and I ask
you to welcome your new colleague as you should".
⚠
OK in principle but the way
it is presented could be badly perceived and lead to a counter-attack.
You discuss with each collaborator to, again, explain the reasons for
your decision.
⚠
This would only make sense
if only 1 or 2 team members were hostile to the decision. If the objection is
collective, best address it within the group.
You get the team together: " I get the feeling that despite my
explanations, you still see my decision as a confrontation. Do you really think
that my decision was taken, not for the benefit of the group, buts against you?
✓
Yes, the team still has
grievances to express. It would be better to determine the cause of the
obstacle. If necessary, end the meeting expressing your regret that your decision,
which won't be changed, wasn't understood.
You do nothing. They will end up adapting.
⚠
Not sure about this! It
would be best to prepare the arrival of their new colleague.
2 / 3
Threats...
Richard, one of your best
collaborator, is threatening you:"If I don't get a pay rise this year, I
will have to accept offers from outside". You know he won't get his pay
rise. What do you say to him?
I will be really disappointed if we have to end our collaboration
because for me you are a valuable collaborator. You know the reasons why I
still can't give you a pay rise. However I'm ready to consider other forms of
recognition.
✓
Yes, your message is
respectful and clear. The ball is in Richard's court.
Is this blackmail?
⚠
Of course! but presenting it
this way will only increase the tension.
Well, do what you think is best.
⚠
You give up too early.
Richard's request may be, more than anything, an SOS that needs looking
into.
But no, you know I am doing all I can. I can't promise you anything but
you mustn't' get disheartened
⚠
This is dangerous. If you
know there won't be a pay rise, it's best to say so.
3 / 3
In the face of unrest
You accept a complementary
mission for your team, which is already overloaded. How do you manage their unrest?
But I couldn't refuse it; we must make ourselves visible and
indispensable. Otherwise, we die!
⚠
Useless using fear to
convince, there are other solutions.
You'll see, there won't be too much extra work
⚠
The team won't believe you.
Better to enhance your decision and show that you know how to overcome the
eventual difficulties.
I understand your fears but I have propositions for you which will make
everything run smoothly.
⚠
Too early! Best listen to
their fears before.
It's a choice I take responsibility for because I am convinced that in 2
to 3 months, it will be beneficial for our department and I am ready to explain
why. In the meantime, we will see together how to render the transition
manageable for you: What do you fear most ?
✓
Yes, it is impossible to
make decisions that please every time. Most important is to show your
determination and your awareness of the difficulties that need to be addressed
Your score is
0/3
You finished!
To review the questions and responses, please choose from the list below.