When Your Opinion Doesn't Matter
Effectively choosing when to give your opinion is often more important than the opinion itself
One of the benefits of leadership can also be a major downside: your words carry outsized weight with the people you lead. A great example of this paradox comes from Alisa Cohn, executive coach for companies such as Venmo and Etsy.
In her book, From Start-Up To Grown Up, Cohn shares a story from a CEO she coached. When the CEO’s team organized their company holiday party at a restaurant a block away from their office, the CEO remarked that the only way the party could’ve been more convenient was if it was in the office parking lot.
The next year, the CEO was surprised to learn that their team took their words literally; they planned the team’s holiday party in the office parking lot under a tent. A simple quip turned into an organizational imperative.
This is why leaders must choose their words carefully—especially when communicating their opinions on company issues. The truth is that although most leaders have opinions on most things, they don’t always need to be heavily considered.
I recognize that I often have strong opinions, and I'm usually ready to share them when asked. However, I had to learn how to clarify the strength of that opinion and know when not to give an opinion at all
There are two key steps to navigate this dynamic: one related to the leader, and one related to the team.
Calibrate Your Passion
Whenever someone you lead seeks your opinion on something, start by asking yourself how passionate you are about the topic. While you may have an opinion, is the topic a hill you’re willing to die on, or are you happy to accept the outcome no matter what and inclined to delegate the issue?
Over time, I've learned to effectively communicate not just my opinions, but also the depth of my commitment to those opinions.
For example, let’s say a company has hired a new executive and is considering a formal announcement on LinkedIn. The Head of Marketing asks the CEO for their opinion on the matter; while the CEO doesn’t feel strongly, they are inclined to make an announcement. Here’s how that CEO might respond:
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