Ask Pam Green | The CEO keeps reversing my decisions. What do I do?
Pamela J. Green, MBA, SPHR, PCC, ICC
I Help C-Suite Executives Develop Strategies that Lead to High-Performing Teams, Engaging Cultures, and Influential Brands | C-Suite Strategist, Coach, Consultant, Speaker | Founder of the Leading with Influence Academy
This bi-weekly LinkedIn Newsletter will address common and not-so-common questions leaders and executives, like you, have about the culture of the c-suite.
I've been serving in executive roles, reporting to Boards, CEOs, and Executive Directors since my early 20's. I've seen and experienced quite a bit, but mostly, I've learned a lot. These experiences are what led me to executive coaching.
If you're serving in the C-Suite or are headed in that direction, I'd like to hear from you. It's not often you can find a trusted advisor to answer your most pressing questions - for free. So here I am, let's talk!
This Week's Question:
Dear Pam,
I'm an executive, but I feel entirely marginalized. It seems every time I make a decision, it's upended by the CEO because my colleagues have complained about it. I've been here for six months and am thinking of leaving. I've spoken with the CEO, who is supportive in person, but the moment I leave his office, we're right back to square one.
Stuck in the Margins
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This Week's Response:
Dear Stuck in the Margins:
Executives regularly face these types of scenarios. It could stem from a weak CEO, one who is vested in the status quo and influenced by others who are also vested in the status quo. It could also be that you've not built solid relationships with the others. You're trying to force influence, depending upon persuasive tactics to move things along quickly, which won't work.
Even when people know the changes you're proposing are good for them in the long run, their natural instinct is to resist because the mind likes what the mind has always done. You, my friend, will have to be patient. Take time to develop relationships.
Being at the top requires influence skills, which involves trust building - which takes time. Your colleagues may not be saying "no" per se; instead, they may need proof that they should trust your decisions.
Let's hear what others have to say.
Have a question you'd like for me to answer? Send it to?[email protected]. Remember, your full name and contact details will never be published or distributed.
Human Resources Director at Southern Bancorp
1 年For these decisions that are being made, what steps are taken before the action plan is implemented? Are they meeting with the stakeholders or leadership beforehand in order to get much-needed buy-in? Are they sharing the rationale for these decisions? Gaining an ally can be very helpful to these decisions. Pam your advice to build relationships and to give it time is on-point. I hope they take heed to your wise counsel.