Be a Decision Advocate

Are you a decision advocate in your followership?

When a leader (position or otherwise) makes a decision are you prepared to accept that and add value to the direction they set? Do you share the idea and present them with ways to further the vision, objectives, and goals they set?

Or are you still playing devil’s advocate even after a decision has been made?

Cuz if you are, then you are no longer working to make the “best” decision. You are detracting from the team’s ability to move past the decision making and into the execution stage of the strategic process. Or you are trying to rewind a decision which is not yours to make.

Even if you don’t believe the outcome will be as expected. Even if you think that the strategy and operations that are being put into play will fail, your job – once a decision has been made – is to advocate and support that decision. To do your best to see it succeed.

I’m not saying you need to support a decision that is immoral, illegal, violate specific professional standards, or causes you to act in opposition to deeply held personal beliefs and values.

And there are very RARE times when you need to argue against a course of action because the outcome will be ruinous in the extreme.

BUT, if it is not one of these, then once a decision has been made, continuing to act as a devil’s advocate puts you into the realm of alienated followership.

And the cost of alienated followership to the organization, the leader, the team, and YOU, is much higher than any benefits that might come from stubbornly holding on to your opinions about strategy or the proposed course of action.

It sours the relationship and partnership you are building with the leader. It demonstrates a lack of respect for their right to make the decision and expect you to follow.

And it will take a much GREATER effort to rebuild the trust and partnership than the potential failure will mean for the team as a whole.

#BeCourageous in your decision advocacy. Set the example and follow the intent and underlying purpose of the decision. Support the leader’s decision and commit to doing everything you can to strive for success. Be the messenger bearer who advocates and helps others understand the idea so they can support it as well


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