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2. How are the results of any such “experiments” to be measured?
3. Does any individual, group or department play a major role in

introducing fads and fallacies?
4. Can the company afford to experiment in today’s business

environment?
5. Can the company afford not to experiment?
6. If you don’t experiment how will you avoid getting stuck in the “rut of

past success”?
7. Where and how can you obtain solid information that reduces the risk

of new ideas?

Choice 2
Marshall your arguments and, backing your team’s decision to the hilt,
attempt to win over the CEO, but be willing to accept that, should you fail,
the decision will have to be changed, perhaps for something more “politi-
cally” acceptable.

Commentary
Debate with a well-informed colleague is an excellent way to clear the mind
and reach the best decision. Be very careful, however, if you choose this
alternative not to let your team know that you battled and lost. As far as
they are concerned your responsibility to them is only to battle when you
can win. Losing, no matter how bravely, does nothing for your ability to lead
your team effectively. Better to simply announce that you have “rejected
their decision for the following reasons” (cf. Choice 1), and require them to
learn from the experience. Your CEO’s expectation of you, however, is that
you will battle to get the decision that she reaches with you implemented
without hassle. Again you are expected to fight and win, but with this subtle
difference: the team would rather that you do not fight at all if you cannot
win. They don’t like bosses who “make waves” unnecessarily. Your CEO,
however, or the shareholder if you are CEO, will always expect you to win
when directing your team. That is their definition of leadership.

The decision to avoid any unnecessary conflict can be justified in some
situations. If your organizational culture is one in which legitimate power
is what counts there is little point in challenging that power base unless
serious business reasons make it inevitable. To accept the world as it is
may be the best strategy for all, employees, shareholders and other stake-
holders. The successful charismatic and pragmatic leader seeks the rea-
sons for change rather than pursuing change for its own sake.

Questions for discussion
1. Is the leader always “the person in the middle” subject to usually

conflicting expectations from all sides as the research says that he or
she must be?
2. How do you manage this conflict in your organization?
3. What can you do, if anything, to reduce this conflict in your
organization?

100 Key management questions