How do you balance the advice of a Creative Strategy leader with your own ideas?

Here are some steps you can take- ??Understand Their Perspective ??Evaluate Their Advice ??Consider Alternatives ??Maintain Flexibility ??Set Clear Objectives

Everyone isn't just entitled to an opinion...they WILL have one. So, when it comes to work, know that whether or not someone is sharing an opinion with you about your work, they have one. And, respectfully, not everyone is always rooting for you. Now that you've accepted people will always have a perspective on your work, understand when it is appropriate to die on a hill and when it is not. Offer insights, data, and competitor analysis to help support your strategy. If your leader is not buying your strategy, don't try to impose. You can try to persuade, but at a certain point you have to accept that they are a leader in your organization for a reason. Their experience internally and externally has a breadth that may outweigh your own.

Para equilibrar o conselho de um líder de Estratégia Criativa com suas próprias ideias, desenvolva uma abordagem de comunica??o que permita a express?o de novas ideias de forma respeitosa e fundamentada. Demonstre como suas ideias se alinham com os objetivos gerais da equipe ou projeto, e esteja aberto a feedback. Isso n?o apenas mostra iniciativa, mas também respeito pela experiência e posi??o do líder.

Ideas are nothing without words to articulate them. So, be prepared to present your rationale. When it comes to business and role hierarchy a "gut instinct" may not always survive a pushback from leader. Data helps to communicate ideas effectively and passion can help build a strong internal reputation for yourself. Showcase your creativity by demonstrating the value of your idea, but don't drain that creativity by trying to push a needle that just won't budge. Finally, invite feedback. Sometimes things you are passionate about will not make it through the ringer. When you confirm with your leader that you understand why they are not aligning with your recommendation, don't miss the opportunity to collect constructive feedback.

Ask for reasoning for their pushback. And, listen to what they have to say. Don't dilute the conversation by trying to get them to stumble upon their own thoughts. Seek clarification so you can have a clear direction as to why your strategy is not making it to the next level, and take that learning for later. I always write down when leadership gives me a note, so I can reference it in the future. However, I am always prepared that their perspective (like my own) may shift overtime.

Adapt, compromise, and experiment. Be open to new possibilities that their experience can bring to your strategy. The growth you have during these moments will help you become a more adaptable talent in the organization. Nimbleness is important with strategy, and should be important with how you build it.

You have a voice at the table for a reason. Don't ignore the inner voice that is telling you that something could have significant positive impact to the organization. However, back your instincts with data, examples, and clear reasoning. Asserting your own ideas creates a more serious identity for you in the organization and maintains your position as an expert in your topic. However, if after several attempts you are unable to express your instinct effectively or get buy-in, move on. There will be many more opportunities for your voice to soar.