Published by:
Harvard Business Publishing
Length: 3 pages
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Abstract
What do you do when one of your direct reports has strong opinions about something, and you believe her suggestions just won''t work? Executive Coach Marshall Goldsmith is sometimes asked this question, and it''s a thorny one. As a leader, he says, you have to be focused on achieving the mission. Sometimes this means disagreeing with your direct reports and taking a stand on tough issues. But good leaders also focus on building positive, lasting relationships with the people they lead, and that means respecting their ideas and opinions. In this article, Goldsmith suggests down-to-earth, forthright responses you can use with your direct reports that allow you to do what''s right for the organization while at the same time empowering the people who work for you.
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Abstract
What do you do when one of your direct reports has strong opinions about something, and you believe her suggestions just won''t work? Executive Coach Marshall Goldsmith is sometimes asked this question, and it''s a thorny one. As a leader, he says, you have to be focused on achieving the mission. Sometimes this means disagreeing with your direct reports and taking a stand on tough issues. But good leaders also focus on building positive, lasting relationships with the people they lead, and that means respecting their ideas and opinions. In this article, Goldsmith suggests down-to-earth, forthright responses you can use with your direct reports that allow you to do what''s right for the organization while at the same time empowering the people who work for you.