Welcome to Manager Tools. Today's show, Professional Subordination, part two. Here we go. I don't want to be a dead horse, but I think this idea that managers always communicate for the firm is a difficult one for a lot of folks.

If you don't embrace that, this whole idea of murdering their

and chosen alternative becomes really, really hard. So let's talk a little bit

about that with the danger of beating a dead horse, I said because we touched on it.

Yeah, look folks it's a hard thing and I want to go back and say one of the things if you're a young

person listening and you you haven't yet learned that there are many voices and sometimes your voice is not the one

that wins and you're passionate about everything.

Good, good, Mike and I were there as well.

By the way folks, the people who are more senior in an organization they haven't lost their passion

they just learn how to channel their passion in ways that aren't obvious to

younger people and they get more stuff done that's what we call wisdom or

political experience or you know political

capital if you will but you may struggle with this because you're so passionate

about things and that's okay it's okay to struggle it's not okay to

struggle in front of your directs but it's okay to struggle. It's not okay to struggle in front of your directs, but it's okay to struggle

mentally, privately. So managers always communicate for the firm, always, always,

always. Here's the problem lurking for so many of us who don't want to truly accept that murdering the

unchosen alternative.

Once the decision has been made, we not only don't get to keep disagreeing just because it's the wrong thing to do.

That's not the only reason not to keep disagreeing, because it is the wrong thing to do.

We also don't get to keep disagreeing because managers always speak for the firm at all times.

Anything we say as managers can reasonably and ought to be construed as the firm's opinion.

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