January 26, 2023 | By David M. Wagner

Being a leader means making decisions that impact other people. You will likely need to rely on others to support and implement those choices. So it’s reasonable to be concerned about ensuring everyone is on board.

Obtaining consensus on important decisions may be an ideal outcome. But it is not always practical. Disagreement is part of life, especially for high-impact choices. That’s why holding out for consensus can be a significant roadblock to decision-making.

Instead, it pays to strive for commitment from the stakeholders whose support you most need, and acceptance from everyone else who is affected, even if members of either group disagree with the decision.

Yes, you can obtain commitment and acceptance, even among disagreement. Here’s how.

Cultivate Commitment

Identify the subset of stakeholders who need to commit to a decision for it to succeed. They might be peers, members of a leadership team, board members, supervisors, funders, etc.

The real work of getting key supporters on board starts well before a decision is made. In The Advantage, Patrick Lencioni lays out two prerequisites for seeking commitment: trust and (healthy) conflict. Trust grows from individuals knowing each other well and being transparent with one another. Inclusive conflict creates a safe space for battle over ideas, within team norms.

Use inquiry with these stakeholders to ferret out better ideas and objections to the plan that emerges. As Lencioni notes (and my experience attests), key stakeholders are more likely to support a choice if they feel like they have been included in the decision-making process and clearly understand what is required of them.

Foster Acceptance

The perspectives of stakeholders who are affected by a decision, even if their support is not required for its implementation, are also important to consider.

I would argue that trust and (healthy) conflict are equally important ingredients in fostering acceptance from these stakeholders. Trust flows from belief that you or your organization have their best interests at heart, based on past choices. An environment of healthy conflict exists when stakeholders have a way to voice their concerns and grievances and believe they will be heard. For your stakeholders, that feedback interface might include first-line supervisors, service representatives, a town hall, or something similar.

Some circumstances allow for affected stakeholders to weigh in on a decision before it is made, others do not. Either way, it is important to communicate choices promptly, forthrightly, and with evidence that their best interests are served by the decision.

The steps above are not guaranteed to get everyone on board with your decision. Some may be unhappy. Some may even cut ties, depending on the stakes. But if you commit to putting the organization’s needs first and to engaging your stakeholders earnestly, trust that the right people will stay, even if they disagree with your decision.

An independent advisor can also help gather stakeholder input and objectively assess the merits of your options. If you’re tackling a thorny issue, set up a free consultation to explore ways we can help.