Author: Meghan Paladino

Step 1 of 4 Personal Mastery · Module 1.4 Disagreement is legitimate. Whether it lands depends on when and how you raise it, not on how right you are. 1 Same disagreement, different reception Picture a dean who disagrees with a new initiative to evaluate every program, prompted by enrollment declines. He thinks the criteria being used are flawed. Two ways this can go If he raises his concern in the first meeting after the initiative is announced, before doing anything to implement it, the provost hears an obstacle. If he spends the next several weeks assembling committees, gathering data, and inviting external reviewers, and only then brings forward a request to revisit the criteria, the provost is far more likely to see a partner. Same disagreement. Entirely different reception. The difference is not the concern itself, it is the sequence in which it showed up. 2 Stand up for your leader, so you can stand up to them A track record of visibly moving the work forward is what earns you the standing to disagree later. Without it, your leader has no way to tell the difference between a legitimate concern and simple resistance. What happens without it If […]