“So, I may have a better way, but if I don’t get the team behind me, there will be friction in the process?” Roberta wondered out loud.

“Most assuredly,” I replied. “And there is a public persona to a team behind you, which looks high spirited and agreeable, but, there is also a private persona which may be filled with grumbling, victim status or outright mutiny. Behind your back, of course.”

“So, I may not see it coming?” she asked.

“If you are unaware, you will always be blindsided,” I smiled. “So, it’s not enough to get public agreement. You have to draw out the discontent. The real issue is not the better of two methods, the real issue is the position for pushback. Until you acknowledge and listen to the team, its reasoning for the way work gets done, its history of frustration, its valiant attempts to make things better that were ultimately stiffarmed by a policy or a silly rule. You have to tease out the real issue before you can deal with the merits of one method over another. Great managers are seldom known for their efficiency in telling people what to do. Great managers are known for their ability to bring value to the work of the team.”