What do you do if your strategic decisions as a brand manager are constantly met with resistance?

When faced with resistance, it is important to.know the source and the reason for the same. Marketing is a subject where everyone in the room will have wide spectrum of opinion and many times not considering the same may create resistance from one corner. It is important to know the source & reasoning behind the same. Be open to receive others view and evaluate to see whether that's adding value to your strategy or by tweaking it a bit, can it be absorbed to make your strategy better. Constant dialogue, communication with support of data points and a properly laid out reasoning to showcase how your strategy is aligned to overall brand objective will definitely help overcome any resistance in a constructive way.

In roles rife with opposition, success hinges on clear communication and unwavering support from upper management. Once you have that, execute with precision and style. Be relentless in your pursuit of goals, and let no obstacle impede your progress. This isn’t just a job; it’s a testament to your resilience. Stand tall, stay focused, and let your results speak volumes. Embrace the challenge, for it’s in overcoming adversity that we truly shine.

When resistance is the roadblock, here's your navigation strategy: 1. Understand the Resistance: Identify the root causes of resistance. Is it fear of change, lack of understanding, or conflicting priorities? 2. Build Buy-In: Communicate the rationale behind your decisions. Highlight the benefits and potential outcomes to garner support from stakeholders. 3. Address Concerns: Listen to concerns and address them empathetically. Acknowledge perspectives and seek common ground to find mutually agreeable solutions. 4. Lead by Example: Demonstrate confidence and conviction in your decisions. Lead with transparency, integrity, and a focus on the greater good of the brand.

Strategic propositions should be presented with arguments and enthusiasm. Indeed, some ideas will be further developed and will be implemented, others will be dropped. Being open for feedback might help you adjust or come up with other solutions. Of course some time when you're passionate about something, on that specific moment you may not agree, but take time to reflect, adjust, and you'll find a way to do it. Understand all stakeholders's angles and arguments will help you think to other ways to address the same problem.

I believe that, as in any work that involves others, it is important to show the interlocutor what he/she or his/her area can 'gain' by following the proposed strategy. Once it is demonstrated how the path is also rich for him/her, such a subject becomes relevant among the various others that this person certainly has

A constant communication supported with data points and well laid out reasoning for each aspect of the strategy helps in making your case better. Strategy is strategy to an extent till it is executed to see the requisite outcome. In that respect be open to pick relevant views to see how your strategy can take care of those concerns. Many times it is how you present your strategy and handle the resistance decides how it will sail through. Though you will work with lot of data points and have a very detailed document on your strategy, but when it comes to presenting the same to stakeholders, then it has to be crisp, supported by relevant data points and should answer what, why, when, how and the expected outcomes.

Transparency and clarity in communication are really essential. Clearly articulate your rationale behind the strategic decisions, including the objectives, benefits, and anticipated outcomes. Provide data, market insights, and case studies to support your arguments and demonstrate the validity of your decisions. In addition, I would also suggest to seek opportunities to demonstrate early wins that showcase the effectiveness of the strategic decisions made so far. This can help build momentum, boost morale, and generate positive momentum for further implementation.

If need be, be open and patient enough to provide training and education to stakeholders to ensure they understand the rationale behind the decisions and feel equipped enough to implement them effectively, in this VUCA world. This may include workshops, seminars, or personalized training sessions tailored to the specific needs.