Things that Kill Strategy Execution #2: Objectors

Executing strategy seems simple, in concept.

In reality, it's anything but.

In this series of articles, I'm flipping the conversation on strategy to highlight the most common things that get in the way of executing strategy effectively.

​​You can read last week's edition of the series here. ​​

This week, let's talk about what seems to be the most common barrier I come across—dealing with objectors. Said another way, getting buy-in to the decisions that enable strategy execution.

The reality is that there will be people who object to any decision or change that's made (or proposed to be made) in the name of executing strategy. Someone (or many people) won't like it. I guarantee it.

As a leader, your ability to identify who the objectors are and influence them to get their buy-in is critical to executing strategy and leading your organization to the next level of success.

Today, we'll talk about exactly how to do that.

You Can Influence If / How People Object

The first part of getting buy-in, or miniziming objection, to your strategy initiatives is to be intentional about how things are communicated.

When communicating changes or new initiatives that enable strategy, here's a few tips that greatly affect the way your message can be heard, interpreted, and reacted to:

1. Choose your audience wisely. Things like strategic decisions need to be communicated one-to-many, not one-to-one. Everyone on your leadership team needs to hear the same message said the same way. One source of truth.

2. Be straight with people. It seems like simple advice, but tell them the what (facts) and more importantly, the WHY behind your decision—including how it enables strategy.

3. Bring people into the decision process. I don't mean literally, because I know it can't always happen that way. Tell people what factors when into making the decision.

4. Give people permission to not like the decision. People can dislike something and respect it at the same time. Both-And.

5. Focus on "progress", not "change". No one likes change. So label it differently.

These things influence how people first receive new information. It won't change their minds about something... that requires a different approach.

Ultimately, we can't completely control how people will react. People will object. It's the reality.

So what do you do about objectors when they come up?

The Two Kinds of Objectors

Playing off last week's article on compensation, let's say your firm is moving forward with shifting the compensation model to incentivize more collaborative behavior i.e. moving from a vertical operating model (sum of the parts) to a horizontal operating model (advanced by the parts).

I can tell you from experience, the thing that really gets people wound up is when we’re going to start giving credit a different way…

So let's assume you're facing objectors as you roll out this change.

Now, it's your job to decipher which kind of objector it is (because they have to be addressed differently). I've found there are two types of objection:

Level 1 Objection

Level 1 Objection is innocent in nature. This objection comes from a place of nervousness and fear about leaving what is known (safe) and heading in a new direction.

It's natural for people to be resistant toward heading into a new, unknown direction. Heck, we all feel that from time to time. I know I do.

While this type of objection might slow progress, it doesn't derail an initiative.

These people are able to be more easily influenced into giving their buy-in.

Level 2 Objection

Level 2 Objection is intentional. These objectors represent legitimate resistance.

They are directly opposed to moving in a new direction—often because they know the system, what levers to pull, and how to game it to their advantage.

Level 2 Objectors approach transformation with a "No f****** way" attitude.

This kind of objection is dangerous. It can be a significant derailer if not addressed effectively and requires a nuanced approach.

Recognizing the difference is more of an art than science, but with this framing, I bet you'll be able to more easily identify each one.

Of course, the next question becomes how to address each one in an intentional way to continue moving your strategy initiatives forward... more on that next week.

Balcony Exercise: Assess Your Objectors

No matter what your title or position is within your organization, there's likely something you'd like to get done that you're receiving resistance on. And you can likely identify the specific people who are the primary objectors.

It's time to slow down to speed up...

Reflect on these people and think about whether they seem to fit into the category of a Level 1 or Level 2 objector...

It's important because it will influence what you do next to address them.

More on that next week.

In the meantime, this idea of Level 1 vs Level 2 Objectors was a result of my own recent reflection...Does it resonate? Let me know.

With intention,
Alan D Whitman