How Do I Handle It When I Disagree with My Boss’s Decisions?

Coaching Real Leaders

Harvard Business Review / Muriel Wilkins

Executive, Business/careers, Leadership, Careers, Business/management, Sessions, Hbr, Coaching, Review, Society & Culture, C-suite, Leaders, Harvard, Business, Management

4.8 • 660 Ratings

🗓️ 21 October 2024

⏱️ 56 minutes

🔗️ Recording | iTunes | RSS

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Summary

After finishing business school, he landed several leadership positions and was fast-tracked into the executive level of his organization. But he’s been struggling to find his footing in his new leadership role, especially when he doesn’t agree with his boss. Host Muriel Wilkins coaches him through how to come to terms with leadership decisions he doesn’t agree with while staying true to himself.

Transcript

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0:00.0	Imagine a state where you can get from big cities to big nature in less than half an hour, with some of the best quality of life in the nation.
0:09.0	Welcome to Minnesota, America's least stressed state.
0:12.7	Learn more at exploreminnesota.com slash live.
0:16.0	Thank you. I'm Muriel Wilkins, and this is Coaching Real Leaders, part of the HBR podcast network.
0:32.8	I'm a longtime executive coach who works with highly successful leaders who've hit a bump in the road.
0:38.3	My job is to help them get over that bump by clarifying their goals and figuring out a way to reach them
0:43.3	so that hopefully they can lead with a little more ease.
0:46.3	I typically work with clients over the course of several months, but on this show, we have a one-time coaching meeting
0:52.3	focusing on a specific leadership challenge they're facing.
1:01.5	Today's guest is someone will call Adam to protect his confidentiality.
1:06.1	He began his career on a pretty typical trajectory in the business world, working for a few years,
1:11.7	getting a business degree, and then on to the next best opportunity.
1:15.9	I've always had a major love for finance, and I'm very ambitious.
1:20.9	School gave me the opportunity to then make a pivot, and that pivot is what then took me
1:25.3	overseas. And going overseas, what I discovered was, you know, culturally I was much more connected.
1:33.3	I felt much more purpose-driven in picking up that role.
1:38.0	It's much easier for you to navigate that corporate ladder, being overseas, especially in the small market, I was able
1:45.5	to successfully get promoted into my current role, which, you know, is C-suite level.
1:51.9	When Adam started his most recent role, he had a plan to help him realize his ambitions.
1:57.0	I think at first I was very optimistic about what I could achieve. In much of my career, I've kind of been a change agent. So I approached it more so from the standpoint of there were some big ticket things that we needed to do around culture. There were some things that we needed to do around the operating performance of the company. I had a number of things that I wanted to do,
2:18.3	but he among them was the trust part
2:22.3	was a little bit more difficult for me to accomplish with my boss.
	...

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