I’ll never forget the time the multinational company I was working for rolled out a new global strategy with great fanfare and hoopla. It was supposed to be the best thing since sliced bread, the thing that was going to boost our results into the stratosphere and literally save the day.

We all thought it was the dumbest thing we’d ever come across.

I remember our Pacific Regional Manager visiting a group of us Australasian managers and delivering a shiny PowerPoint presentation on this new strategy with almost alarming enthusiasm. We all sat in stunned silence, some with heads in hands, others casting nervous sideways glances at colleagues. A few brave souls tentatively asked some pointed questions, but they were shut down. So, we shuffled off silently and did our best to roll out the strategy with our teams. The rest, as they say, is history.

As a leader, you’ve most likely been in the situation where you don’t agree with a new organisational strategy. Maybe you have concerns, or you’ve been tasked with executing something, but you don’t really understand what it means. 

As it happens, there are some things you can do (which my fellow managers and I did not) when faced with this situation which:

a) are not career limiting and shouldn’t give you a reputation for being contrary

b) help you work through and better understand the strategy and the ‘why’ behind it.

c) enable you to launch the new strategy with your team in an effective but authentic way.

I even have some ideas on what to do if, after all the steps, you still don’t agree.

Here they are:

1. Sift through the corporate speak. 

What exactly is the new strategy about? Ask “if we had to say what this strategy is, in plain English and ‘in action’ - what would we say?” Think: elevator pitch.

Sometimes, an overuse of corporate speak or unnecessary jargon hides the real strategy. Make sure you ask the right questions to get to the core meaning of what the strategy actually is. After all, how can you implement it with your team if you don’t understand what it is?

2. Understand the context and purpose behind the strategy. 

Consider, or ask: Why are we changing the strategy from the current one?

What would happen if we didn’t adopt this strategy? What would be the risks or downsides of staying on our current course? 

What is the broader context? What external and internal factors mean we need to do this?

Have we considered other paths and why did we reject those?

3. Get clear on exactly which parts of the strategy you disagree with – and why. 

Read and reread the documents, ask clarifying questions and challenge yourself to get granular on your resistance. 

It can be easy to discredit the whole thing, throw the baby out with the bathwater. It may be that only some elements of the new strategy rub at you, and there might be other parts that you think are on point. Go deeper – and once you discover what exactly you don’t like, ask yourself “why?”. Understanding your own areas of resistance not only builds self-awareness but also critical thinking and decision-making skills. 

4. Ask for data and facts to help back up the new strategy (if they haven’t been provided). 

Data and facts can be helpful when you are trying to get people to buy into a new idea.

5. Find some WIIFMs. 

Ask questions and have conversations with those responsible for the strategy creation (and/or your direct manager) to determine the WIIFM (what’s in it for me?). 

Before people think of the organisation, they think of themselves and the impact on them. That’s human nature. So, ask: “What are the specific benefits to my team of doing this?” “What are the downsides to them if we don’t?” “What are the upsides of setting aside my disagreement?”

6. Expect and socialise the likely resistance. 

Ask for a chance to collectively discuss the likely resistance you’ll get from your team, or teams, and strategise how to approach that. It’s not unreasonable as a leader to be given the time and opportunity to do this, if the organisation wants the roll out to be a success. 

A useful phrase to start these conversations is something like, “I want to make sure that we do everything we can to make this strategy a success. I’ve got some areas and questions I’d like to explore so that I can best play my part in doing that…..”

Finally, if you still don’t or can’t agree, is there a way to disagree and commit? What is within your circle of control and how can you focus on that to ensure the best success of this strategy for you, the team and the organisation? After all, that’s your job. 

Ensure that you can show up with your team in a way that lets them make up their own mind and avoid letting your own opinions taint those of others. 

As leaders, we’re asked to influence and inspire others towards a better future for the organisation and the people you serve. It’s hard to do that when you don’t think a direction is better. Don’t do what we did and be defiant passengers. Be proactive in exploring your resistance, ask questions and challenge your own and others’ thinking. 

What other tips do you have when you don’t dig the new strategy?