Page 251 - Fearless Leadership

238 FEARLESS LEADERSHIP

• Weariness and apathy from dealing with the same unresolved issue
• Giving up and believing that one’s opinion does not matter
• Feeling that the decision will fail to produce the results needed

Level 2: Concerned. People will agree to decisions in spite of serious con-
cerns, doubts, or skepticism. If it is politically correct not to speak up, they
won’t. Or if they feel their concerns will not be listened to, people will
withhold them, and along with them, their support. Often people are
uneasy but unaware of what specifically is bothering them. Without suf-
ficient dialogue and a way to help people express their concerns, many
people sit on the sidelines and do not speak up in meetings.
Don had many concerns about the customer experience strategy but
he was quiet and did not express them. A committed partner noticed Don’s
lack of participation in the meeting and asked him, “Where are you with
regard to the levels of alignment?” When asked the question directly, Don
responded, “I’m concerned. I guess that puts me at Level 2. I don’t see
how this will work.” Don went on and explained his concerns to the group,
and in the discussion several others expressed similar concerns as well as
alternative approaches that would address them. Don became engaged in
the conversation and contributed to the final decision, making him an
owner in what the group decided to do.
As a group member or team leader, you can use the levels of alignment
to support people in articulating what they are thinking and feeling. The
entire group will benefit as the efficiency and quality of decision making
improves.
Common concerns that people feel but may not express include these:
• A concern that the decision will negatively impact a third
party—an individual, group, business unit, or the organization.
• A concern that there are unintended consequences—collateral
damage—that have not been fully considered.
• A concern that there are insufficient resources (people, time,
money) to support the decision and its implementation.
• A concern that the decision will derail other important
commitments.

Level 3: Complying. As we discussed earlier, people comply for a vari-
ety of reasons. When people comply, they abdicate their accountability to