Holding Your People Accountable for Someone Else's Decision

I was building a training program many years ago, and the CEO and I had very different visions of what the training should look like. I thought we should blend the learning, making it easier for junior account people to learn on their own time, and he thought all sessions should be in person (because that's how they were when he did them three decades earlier). In the end, we went his route (because he wasn't just the CEO, he was also a bully), and I had to inform my team that we were building it in a way we didn't really want to.

At that point in my career, I'd made plenty of unpopular decisions. And I had no problem standing by them (because they were the right decisions, even though they sucked). But this was really the first time I had to hold my team accountable for doing work I didn't agree with.

(Zero stars. Do not recommend.)

However, it happens all the time. Maybe your senior leadership changed the remote work policy. Or HR introduced a new performance process. Or your organization restructured a team, changed priorities, or eliminated a benefit.

You disagree with the decision. Your team knows it (or at least suspects it). Now what?

Many leaders think they have only two choices: pretend they agree or make a big deal about how bad the decision is. Neither builds trust.

The best leaders choose a third path.

One of my favorite leadership principles is that good leaders share their thoughts, feelings, and rationale to build trust. People trust you when they understand what's going on inside your head. They don't have to wonder, What is she really thinking? Why is he handling it this way?

Of course, that doesn't mean saying everything that comes to mind. (TMI is still TMI.) It means offering enough honest context that people understand both your perspective and your leadership.

Instead of saying, "This decision is not what I would have chosen, and I think it stinks. But we have to execute it, so let's get going," try something more like, "When I first heard about this decision, I had concerns too. I asked a lot of questions to help understand the reasoning behind it. While I probably would have approached it differently, I also understand the broader business considerations that led to this decision. My role now is to help our team navigate it successfully."

Sharing your thoughts, feelings, and rationale is transparency. Sharing everything you feel about it? That's overkill.

"But Kate," you say, "that doesn't feel authentic!"

I hear you. But authenticity doesn't mean you agree with every organizational decision, and leadership isn't about expressing every opinion you have. It's about accepting responsibility for helping your team succeed within the reality that exists.

There are absolutely times to challenge decisions, ask questions, offer alternatives, and advocate for your team. But once the decision is made (assuming it's ethical and legal - you're welcome, HR), your leadership responsibility changes. Your job is no longer to influence the decision; it's to lead through it.

Managers often try to build rapport by saying things like, "I know this is ridiculous, but corporate says we have to," or "I don't agree with this either, but my hands are tied."

It sounds supportive. It feels honest. But it creates an impossible situation: you've told your team the decision lacks merit while simultaneously expecting them to follow it.

Instead, be transparent without recruiting your team into your disagreement. Try something like, "I know this change is disappointing. I had some concerns initially as well. After getting more information on the reasons behind it, I understand why the organization made this choice, even though it wasn't exactly what I expected. Our focus now is figuring out how we can be successful moving forward."

That's honest, respectful, and it keeps everyone's energy focused on solutions instead of resentment.

Accountability starts with you. Before holding someone else accountable, ask yourself:

• Have I accepted this decision?

• Have I shared enough of my thinking that my team understands where I'm coming from?

• Am I communicating confidence, or am I unintentionally inviting resistance?

• Would the words I'm using make someone believe this expectation is optional?

  
  

People don't expect you to love every decision. They do expect you to own the responsibility that comes with their role, though. (That's why you get paid the big bucks.)

Keep in mind: Every difficult organizational decision teaches your team something. Not just about the company or organizational decision-making. They learn about you and your leadership. They're watching how you respond when you don't get your way.

Anyone can hold people accountable for decisions they personally champion. The real test comes when the decision wasn't yours, and especially if you don't like it. Can you be honest without being divisive? Can you acknowledge your feelings without fueling resistance? Can you explain your rationale without pretending you agree with everything?

Trust doesn't come from always agreeing. It comes from helping people understand your thinking, your intentions, and your commitment to leading them well, even when the path isn't the one you would have chosen.