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Today's topic. Welcome today.

Professional subordination. Chapter 2, part 1.

Here we go.

All right, Mark, I think the topic today, professional subordination and the welcome today is one of the greatest sins.

Maybe not the greatest sin. I mean, maybe striking your direct would be worse but this is a huge huge issue for a huge

number of managers I don't say this very often but I'm going to say it I think most of the managers listening to this podcast as good as they are

Fall prey to this all the time and they need to stop. Yeah, and you know I wrote this cast really struggling with how assertive I was going to be about the depth of this problem.

I would say 90% of managers don't follow this guidance and are completely unaware of its corrosive effects on organizations.

And we have, as managers, we have sort of a contextual blindness.

I've talked about this before where we see ourselves and we think about how our directs

see us.

And then we think about how we see our boss and we never put those things together and ask ourselves what might be right and what might be misleading of our own view of things.

And the idea that the organization's all messed up because my boss is always doing stuff that you know or stuff you know makes decisions I don't support or whatever and you know you got to be an individual so you you know you need to tell people this is where I stand on stuff. No that's not the way it works folks. It's just wrong on on virtually every level.

And in hindsight many of of you, longtime listeners know that we covered this before

when we did a cast called Murder Then, chosen alternative. And I got a question recently and I realized we hadn't covered this in the right way and I wish now in hindsight this were chapter one before we talked about murder and chosen alternative because this issue the issue of your recommendation wasn't turned down you weren't even maybe

involved in the decision this is far more common and the average managers approach

is far more dangerous than most of us realize.

Right.

And let's be real clear, the problem we're talking about here, your boss, your boss's boss,

somebody up the chain, made a decision and you disagree with it right and you

got to communicate it to your folks and you need to communicate the decision supportively

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