Uploaded August 2016 | Updated September 2026, 2 weeks ago
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Transcript:
One of the suckiest aspects of leadership is that regardless of what you do and what decision you make you are always going to disappoint somebody on your team, your peer, your boss in some way shape or form. The reason for that is that there are always alternatives to what you want to do. Heck, doing something in the first place, or not doing anything, is an alternative in and of itself. But as leaders we’re charged with making things better, making our operations run more efficiently, getting more productivity out of our workforce, making a higher quality product, or creating a higher quality service. We’re not paid to maintain the status quo. Moving things forward requires change, and that’s where those decisions come into play. You’re always going to disappoint a certain subset of your team with every decision you make, people are going to disagree with you. And that’s fine, there’s plenty of healthy conflict in the workplace. The way that you tackle that so that it isn’t a problem is that you play the “LONG GAME” with all of your changes and your decisions. And what I mean by that is that you need to be consistent and persistent in making changes and making improvements. If you’re making an improvement once a quarter, well then you might have a downright mutiny when you announce it every time, because people don’t necessarily buy into it, they have different ideas, different priorities, that sort of thing. But if you’re making regular changes every week, every two weeks, looking to move the needle and move the progress forward in the company then you break down that initial concern and you also have far more likelihood and more chances of agreeing with certain people. You might have 10-20 percent that disagree with a decision, but it will be a different 10 and 20 percent the next decision you make, and the decision you make after that. And over time you start playing the averages in your favor. “Well heck, you know what, he wants to make that change, I’m going to go ahead and go along with it because 80% of the time I agree with his decisions anyways.” That’s where you want to get to with those changes, but don’t let the fact that people aren’t agreeing with you and people are disappointed with the decision that you’ve made, dissuade you from making a decision and making changes in the first place. That’s what you’re charged to do as a leader. Over time, with enough good decisions your staff will come to trust where you’re coming from in making those decisions and changes and it just gets quicker and easier as time goes on. Invest in it to begin with and make the right decisions as much as possible, and down the road everything gets easier. Have a good one.
► ► Subscribe to My Channel Here youtube.com/c/CameronMorrissey
Transcript:
One of the suckiest aspects of leadership is that regardless of what you do and what decision you make you are always going to disappoint somebody on your team, your peer, your boss in some way shape or form. The reason for that is that there are always alternatives to what you want to do. Heck, doing something in the first place, or not doing anything, is an alternative in and of itself. But as leaders we’re charged with making things better, making our operations run more efficiently, getting more productivity out of our workforce, making a higher quality product, or creating a higher quality service. We’re not paid to maintain the status quo. Moving things forward requires change, and that’s where those decisions come into play. You’re always going to disappoint a certain subset of your team with every decision you make, people are going to disagree with you. And that’s fine, there’s plenty of healthy conflict in the workplace. The way that you tackle that so that it isn’t a problem is that you play the “LONG GAME” with all of your changes and your decisions. And what I mean by that is that you need to be consistent and persistent in making changes and making improvements. If you’re making an improvement once a quarter, well then you might have a downright mutiny when you announce it every time, because people don’t necessarily buy into it, they have different ideas, different priorities, that sort of thing. But if you’re making regular changes every week, every two weeks, looking to move the needle and move the progress forward in the company then you break down that initial concern and you also have far more likelihood and more chances of agreeing with certain people. You might have 10-20 percent that disagree with a decision, but it will be a different 10 and 20 percent the next decision you make, and the decision you make after that. And over time you start playing the averages in your favor. “Well heck, you know what, he wants to make that change, I’m going to go ahead and go along with it because 80% of the time I agree with his decisions anyways.” That’s where you want to get to with those changes, but don’t let the fact that people aren’t agreeing with you and people are disappointed with the decision that you’ve made, dissuade you from making a decision and making changes in the first place. That’s what you’re charged to do as a leader. Over time, with enough good decisions your staff will come to trust where you’re coming from in making those decisions and changes and it just gets quicker and easier as time goes on. Invest in it to begin with and make the right decisions as much as possible, and down the road everything gets easier. Have a good one.
