In the agile methodology, decisions that have been made—whether about strategy and product paths, specific features and functionalities, or development processes—often clash with team members’ opinions and beliefs. We have all experienced this in one way or another—when we truly believe our idea or suggestion is correct and maybe even the best, but the decision was made against it. How to deal with it? Should you fight for it, or should you submit? Today, we navigate the nuanced terrain of choices in Agile, dissecting scenarios where personal viewpoints clash with authority, team dynamics, and the challenge of defending or submitting to choices.
When your proposed path is not accepted
When Management Defines Choices Despite a Valid Point of View
Even with a valid perspective, authority-driven choices may conflict, and debating them requires a diplomatic approach. There is always a reason why leads make certain choices – because they know something you don’t or because they are… well… authority. If you truly believe that a huge mistake may be made by following the authoritative choice, you still should speak up, but perhaps the best way to do it in a one-on-one conversation, and support your opinion with solid proof in the form of numbers or any other research that will make your point of view tangible as a rock.
If, on the other hand, your perspective lacks tangibility, and you cannot prove your point, you may need to embrace agility by acknowledging the authority’s perspective, seeking it’s understanding.
When Team Resists a Valid Suggestion
A reasonable suggestion ignored by the team may still be accepted if you make your point with persuasion but also with delicacy and respect for others’ opinions. Engage in open conversation, emphasizing the benefits of your proposal and its positive impact. Do not dismiss already proposed paths but position your thoughts as an alternative path and encourage a collaborative discussion where the decision is made by considering all aspects and where every team member’s perspective is valued.
For unwavering beliefs, articulate your perspective with clarity. Use data, past experiences, and collaborative examples to strengthen your argument. Foster open discussions, encouraging peers to challenge and refine ideas collectively.
When the Right Choice Can’t Be Proven
In situations where a valid (in your opinion) choice lacks immediate proof, focus on transparent communication. Share your insights, substantiate your reasoning, and highlight potential benefits. If it’s about something pivotal or that may make an impressive impact on the path the product takes, request time to do research on all options on the table, and back your request with your concerns about taking the right path where the wrong one may result in lost time and budget.
When you have to go with the choice that you believe is wrong
Sometimes, hierarchy demands submission. Sometimes, collaboration demands submission as well. If you have to – align with the decision, seeking opportunities to showcase your insights in smaller-scale cases. Be patient and contribute positively to maintain a collaborative atmosphere.
Sometimes, it’s about rapport the team has for you, sometimes, it’s about data that proves your point, and sometimes, it’s about going along with what you otherwise don’t have control over. It’s tough to feel the lack of control where you might be in the role to actually hold control, but occasionally it’s about going with the flow – of authority or other opinions the team has more support for.
When Everyone Disagrees Despite You Believing You Are Right
Addressing unanimous disagreement necessitates revisiting your perspective. Embrace discomfort and seek constructive criticism. Navigate the collaborative decision-making process by actively listening, respecting diverse perspectives, and fostering an environment where every voice is heard. Encourage collective ownership of decisions to enhance commitment and adaptability.
It’s also important to keep revisiting not only the decisions that, in your opinion, may impact the further course and ultimately fate of the product but also the processes where these decisions were made. Ensure the team reflects on the choices they made and encourages learning from them and from the impact they had.
How to be a leader when it seems that your opinion doesn’t count
To help us have a reasonable perspective on this, let’s embark on the very nature of the decision-making.
In any situation, an individual always chooses the option most suitable for them given the circumstances at the moment of making that decision. Even when the only available option pool does not contain the best possible outcome, and the choice is inevitable.
The choice is always the single, most suitable option in any particular situation.
Of course, when it comes to team decisions, this will take into consideration the various points of view on what exactly is that most suitable option because ultimately we always want to make the best one, but we all may see “the best” as something different from how the others see it.
This is the beauty and the challenge of collaborative decision-making – how to leverage the diversity of opinions still finding the best possible solution in any particular situation.
Here is how you can shine as a leader when your point of view is not accepted:
Forget you have a point of view. Drop it into the pool of all points of view on the table. And see them as just points of view. Range them, find factual support for them, develop them into roadmaps that can forecast the product’s future. Ensure the team’s support for this best path. And go with it.
Sometimes, stepping back from the ego that tells us that we are right is the best possible decision you personally (and professionally) can make in the collaborative process. Sometimes, it’s about the shift. The change. And change is always about stepping out of your comfort zone. The beauty lies in the infinite nature of being “capable.” Going beyond initial discomfort is a perpetual journey of achieving the once-deemed unattainable. Recognize the infinite nature of “can” and open doors to countless possibilities.
In essence, growth is the perpetual state of becoming, where the seemingly impossible transforms into reality. Embrace discomfort, celebrate victories, and savor the elegance of perpetual growth. Life’s most extraordinary chapters are written beyond the comfort zone.
In the end, you need to ask yourself the most important question – do you want to be right, or do you want to be the best possible Leader?
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