When to Disobey Leadership
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Who wants a disobedient employee?
Surprise answer: smart bosses. Say what?
Leaders issue orders they believe will advance the organization’s success (and thus their own career). Their best followers intelligently obey, finding ways to make those orders work and achieve the goal. Isn’t that what leaders want and need?
Yes. But only when the order will actually achieve its purpose when carried out.
What if implementing the order will set back the organization and leave the leader with egg on her face? That’s when the smart leader wants intelligent disobedience. What makes it intelligent? One of the following criteria:
PREVENTS HARM
The leader has incomplete or wrong data, she is relying on old strategies that don’t apply in the new competitive environment. If the order were executed, it would have harmful outcomes. Disobeying will keep the leader and organization safe.
REDUCES RISK
The leader knows a critical problem must be addressed. She issues orders that contain more risk than the board will sanction. Her deputy refrains from implementing and develops a less risky strategy. He gets the leader’s agreement to cancel the original order and put resources behind the new strategy. Again, the leader and organization are kept safe.
EXPLOITING OPPORTUNITY
There is a policy against using organizational resources for non-work related matters. The leader is traveling when a hurricane devastates the company’s neighborhood. Her deputy disobeys policy and issues orders to use every resource the organization has to provide temporary relief. The goodwill generated for the company results in the city expediting its application to expand its facilities.
Who manages risk in your company? Are they reviewing the organization’s culture? Does it insist on unflinching obedience? Does it honor appropriate acts of disobedience?
Only the latter will keep you and your leaders safe.
When is disobedience the right thing to do?
How would you disobey the right way?
Ira Chaleff is the founder and president of Executive Coaching & Consulting Associates. He has been named one of the top 100 leadership thinkers by Executive Excellence Magazine. Whether working in the public sector with Senior Executive Service leaders or in the private sector with CEOs and leadership teams, he brings clarity to core success issues, and provides savvy and supportive guidance in tackling them.
Author of numerous books, this guest post is based on his 2015 book, Intelligent Disobedience: Doing Right When What You’re Told To Do Is Wrong.
Love this! Affirms the occasional disobedience that I displayed as well as permitting others to do so. I also call this common sense and great intentions!
It is never wrong to do the right thing in a skillful manner. Thank you for sharing insights from this post.
I would also add that disobedience is the right call when we are asked to do something unethical or if it would breech your conscience.
When is disobedience the right thing to do? Tough one, perhaps if this violates your moral issues, or you know for a fact the request is not correct, from experience, such as a ex.”code violation”, or
How would you disobey the right way? Ask questions and present scenarios why I believe they are not seeing the entire picture.
As I read this, I hear our Management telling us to carry out tasks the way they were put forth. Team Leaders may not feel they have empowerment.
However, if the above is approached in a positive manner, it could satisfy both parties. Because of business, we would not encourage making changes without first advising management of what would happen if it were done the way management asked, and then advise their idea to do it another way which will work better. It shows that people want to do good work and have a commitment to make us all look good. Thanks for the article.
This is great stuff! Being able to say just say no, sometimes it’s hard to do to a leader however sometimes we have to disobey.
This is a very interesting topic. Most people do not think about disobedience concerning their leader.
Not all leaders fit that definition of “great.”
I am not sure I agree with this theory. Great leaders would involve their teams in decision making and let everyone weigh in on the conversation. Why would someone blatantly “disobey?” Is that not going against the tide of the organization and doing their own thing. Seems non productive to me
Some of the most transformative experiences of my leadership journey have included the risk of saying “no” at critical moments. It is a part of the process we don’t discuss enough. Thanks for sharing!
I totally agree. My team are actively encouraged to do this. Thanks partly to this, we are an incredibly efficient and connected department. My fellow managers still struggle to understand the benefits, and see it as a lack of discipline, or even mutiny, but I wouldn’t have it any other way.
Such instances mandate thoughtful contemplation prior to having such a crucial conversation but timeliness is also essential to minimize negative impact.
Why would you disobey leadership? Knowing the answer to “the why” will lead to the how and what to do in the situation. It can give you confidence to take the risk of bucking upper management. Communication during and after will be key to success or unemployment.
Interesting article. The key is communication and mutual respect. If the leader is a “It’s my way or the highway” boss, they may accept the praise when things go right but reprimand the employee. If the leader is a true leader, not a boss, then they will appreciate the creativity and focus of trusted employees.
Many of our issues and problems can be solved with honest, respectful communication.
When interviewing potential employees, one of my favorite conversations to have is ‘tell me about a time when you disagreed with the actions or decisions of your leader. How did you approach the situation?’ I want my team to be comfortable objecting (to be clear though, there is a right way to object!), and if someone tells me they never disagree, or they suffer in silence, it gives me pause because while I’m the leader, I’m not always right. I need individuals with the ability to ask questions, express their opinions, and push back when it’s called for. It’s important to have strong team members who will speak up for something they believe in.
Disobey?!?! I can totally do that! Seriously, respectfully pushing back is something we all need to do from time to time. -Tony
Courage is required here, on both sides: Courage on the part of the employee to assert (in a tactful manner), and courage on the part of the boss to ACTUALLY listen. Hopefully the relationship is such that an intelligent conversation can take place and, if the wrong is definitely wrong, it can be avoided, but if the “wrong” is actually right, a solid explanation can be given and all can move forward with renewed confidence and purpose.
Great advice. I am already doing this with my boss, but encourage it with my employees. Someone else already said this, but this is why the “WHY” is so important when communicating to employees big changes to an organization. If they know why things are changing, then they can determine for themselves whether it’s a good plan or not.
Excellent interpretation we need these employees on our team
wow — a brave new world ! and not territory we generally converse about— provocative !
Interesting!
Hard to do as it feels like putting your job on the line. Sometimes I’ve used passive disobedience by just ignoring the request of doing something that you know will negatively affect the company and allow leadership some time for reflection. Then follow up with a conversation and options. Most times its resulted in a re-think and change in strategy or completely dropped the original decision.
Great article here. I have observed on many occasions, times where employees change course for many reasons. Latter they may come to me as a preemptive, “Sgt. Can I talk you about something…” conversation describing why they changed course and stepped around a certain policy or procedure.
Old fear based leadership still continues to this day, sadly we still have old school leaders that believe this works. Fear based leadership will attack, second guess, and even pick a fight with those who disobey…Personally I welcome it as long as WE can justify and show positive intentions behind our disobedience.
disobedience is a tough call but sometimes it is the right call… not easy decisions
Agreed. No company or boss, should want a bunch of automatons roaming the halls. Diversity and appropriately, respectful challenging conversations are how disruptive innovations come about.
When disobedience becomes a pattern either because of poor followership or a streak of bad decisions, it’s probably a sign that there is something seriously wrong with the culture.
Makes sence to me. Not always simple, would be interesting to see how that applies in a millitary environment.
Great advice! A very needed subject!
I am not sure it would work in a military environment. In a public safety environment I find very valuable, especially in today’s anti police culture.
Ira has some pretty interesting stories about Intelligent Disobedience in the military. 🙂
John, I recall a Major General’s response to a question from my Squadron Officer School class in 1982. When asked if he got to be a general by being a “yes man,” he replied no, but I got promoted to major that way.
My agency has begun to include this in the performance reviews, “Displays courage.” While we want tasks completed, we also want to be continuing improving. We want to be the best at what we do, the only way for that is innovation. Innovation in health care generally comes from Direct Care and front line supervisors doing what needs to be done with an ever decreasing amount of resources.
Also, in conversations with other agencies, I have encountered questions for interviews that specifically ask future supervisors about times they have disobeyed an order they found unethical, or reported unethical behavior of a supervisor.
Great thought-provoking post! Disobeying management directives calls for a high degree of wisdom, discernment, judgment, tact, and accountability. There are certainly occasions when management applies legacy approaches that are no longer effective or uses assumptions that are no longer valid, but there’s still risk in forging a contrary path. I personally know of a very bright and sharp individual who implemented Theory of Contraints initiatives that improved operations in her company and got demoted three times for her contributions! There are also times when management has a more strategic or comprehensive view than might be available to us buried deeper within an organization. While management direction might not produce the best results from our siloed perspective, it may result in better results at a broader system level. Our role within an organization is based on trust. As you suggested, our disobedience to management directives shouldn’t betray that trust. And we should be prepared to accept the consequences when our disobedience undermines rather than enhances company initiatives.
I think one key characteristic of a good employee and a good leader is to “speak truth to power.” It’s not easy. It takes courage and character (two other characteristics of effective employees and leaders). Some organizations have a culture that cultivates this; most, in my experience, do not. It’s a matter of staying true to one’s experiences, knowledge, and character to be able to disobey in an intelligent way. And it should always be done with respect.
Disobedience is good when it is safe and it makes “cents” (and dollars) for the company. However, in a company where lack of trust exists, make certain you have proof of how it makes “cents”, in case you are questioned about your disobedience.
Interesting take on being a team player. More often than not, I’m sure intelligent disobedience is interpreted as insubordination.
Disobedience when asked to do something unethical, is the right call, but be prepared…
not all leaders want to hear this and consequences do happen.
I would love a book!!
Disobedience is key to avoid falling into group think and this is the only way good things are done
I would like to get a copy of this book. Thank you
I was raised to be obedient to a fault but a benefit of age is my seeing that the best solutions to problems often come with some disobedience. I’m compulsive with demonstrating both the details and rationale of my projects as well as doing some of my “disobedient work” on my own time. I’ve been successful and try to train others (often those I supervise) to disobey with great attention to detail, outcome, and group process. Can’t wait to read your book.
Great read, definitely something to think about as a leader and employee.
I was a 2nd or 3rd year teacher – at an online high school. The bar was fairly low for the kids but 70% of them didn’t do the work required and earned F grades. The Asst. Principal called me and said the Principal wanted those grades changed to passing. I couldn’t do it. I couldn’t allow those students who HAD been successful to be “peered” with those who hadn’t put in the effort. There are so many things I could have done to be a better teacher it’s true – but I refused to change those grades. I said “tell the principal he can change them – he has the authority, but I have to be ok with looking myself in the eye”. I regret not being a better teacher way back then – but I don’t regret making that stand. Oh – and I was reassigned the next year to a different school.
This can be very costly, but so worth it. What I really like is that “smart” bosses will be okay with intelligent disobedience. You have brought to mind questions I should have when interviewing for jobs, like: How do you handle it when employees disagree with you? Disobey you? The answers to those would be very revealing and address many of the concerns I see listed in the comments here.
What an interesting topic. I’d love to read more about Intelligent Disobedience.
Great reminders!! Knowing your why and having respect and being wise with timing are all key factors. 🙂
Very Interesting. Really makes you think. Their right way is not always the best way.
This post reminds me of a quote I think came from Steve Jobs: “It doesn’t make sense to hire smart people and then tell them what to do; we hire smart people so they can tell us what to do.”
I so believe in this and have used this strategy my entire career and have yet to seen it backfire. I would love to read the rest of this book and share with all my Cerner associates.
The ultimate ethical dilemma. Choosing the difficult right over the easy wrong is one of the hardest things we can do. Practicing the art of intelligent disobedience can make the hard right an easier decision.
What a practical post! I’ve tried to live by principles but . . . sometimes my superiors have not honoured my beliefs. I’d love to read Ira’s perspective.
Communication is key. The boss is not expected to be a know it all and should be open to input about situations that may put the company (organization or the team) in a bad light. The boss may have been given incomplete information and made decisions to move forward in a particular direction based on it. If there is any question on the proper path to take it’s best to ask questions and to offer feedback if it is helpful.
I have also seen politics at play which muddies the waters. So it’s good to be mindful of this too.
Interesting article! I would love a copy of the book! Thank you.
You are fundamentally correct, just “taking orders” and “making it so” is no justification for tolerance of obvious injustice or harm; however,
I’m not sure that “disobedience”
(an action, and negatively “actionable” in most any case where command and control [implied by “disobedience”]is the style of leadership rather than communication and collaboration)
is the best wordchoice/worldview for the responsible and accountable necessity to sometimes buck authority …
“Preventing” harm and “reducing” risk, likewise …
(“avoiding” unnecessary harm or risk may be more appropriate for these considerations …)
where
the responsible tactics are largely ones of delay … a passive resistance (a lesser sin than willful disobedience, doing the opposite of what you are told to do) … until such time that the (bad) politics that led to a flawed or mistaken decision can be revised into a better strategy with wholesome buy-in (better politics).
“Exploiting” opportunity is also a rather cynical [quid pro quo] view of the otherwise ethical matter;
to evade “doing the right thing” (if it is in your power) would be to do wrong (through inaction), or “further harm.”
It would be a violation of trust of the community – rather like a “sin of omission.” Putting potential liabilities aside, few in the community will be willing to abuse those who try to help under severe circumstances
(unless of course it becomes perceived as an exploitation of bad circumstances … like raising gas prices based on future expectations of shortages rather than selling it for how much you actually paid for it with a reasonable/normative markup).
Like death and taxes, avoidance (of harm/risk) is good … but evasion is counterproductive (to the entity – corporate or personal). Even if it comes down to a lonely scenario,
“Here I stand. I can do no other.”
Hey Dan, I vaguely recall a similar thread a few years back, about when is it ‘acceptable’ to not follow a policy…same key criteria fits, prevents harm, safety, reduces risk.
And in a parallel vein, when is a mistake the right thing to do? (Hopefully, often is one common response.) How else do we truly learn? Seems likely that we do have a learning window of opportunity with disobedience too.
In addition to ‘when’ is disobedience the right thing to do, we might swim in the ‘where’ is disobedience needed. As long as there is not imminent harm/risk, there’s greater latitude perhaps. If a leader is in a public venue, the ‘where’ raises the stakes. Privately, again, perhaps more often.
Certainly appreciated others’ insights related to culture as that is a key driver for positive or negative outcomes.
Hiring and having someone willing to defy us (in a structured, respectful, meaningful manner mind you) means we must step away from our comfort zone, and be willing to accept conflict. This must be through conscious effort, as our unconscious mind would rather take the easy route than choose intentional inevitable challenge.
The scenarios for disobedience are helpful and realistic. Of course disobedience in face of a request that is immoral or unethical is assumed.
I’ve never heard of intelligent disobedience, but it sounds like a really great topic to start reading up on. Can’t wait to read this book!
Looks like an interesting read. Would love to read about how this was implemented.
The key is that your “disobedient” solution must put you in a better place than the original order. The “Intelligent” part of Intelligent Disobedience is crucial.
In theory this sounds great. Of course, if you are able to move the results to prevent harm, reduce risk, or exploit opportunity, it all makes sense.
I’ve heard stories of managers who act in ways that say insubordination is bad, regardless of the result. You need to know what you are up against.
It is hard to figure out the costs/benefits of “what could have been” or the “we would have caught that” statements.
When logic and emotions are pitted against each other, logic doesn’t always win.
What about the battle between short-term vs long-term?
My logic tells me Intelligent Disobedience is great advice, my emotions tell me to still be careful.
I’ve been presenting on the same topic within an IT Service management context for many years and will be again at several conferences this year. No-one says it is always right to disobey, but once the context and constraint space is understood, then the flexibility of encouraging/allowing disobedience has many benefits. As well as delivering service matched to the immediate need, it also encourages leaner sets of rules, not trying to think of everything or predict the unpredictable. Better final results often come using time and resources to train ID attitudes than overly detailed and comprehensive sets of rules – that never are comprehensive, because as soon as they are written the world will change the requirements.
This makes sense in that saving the organization would be key. Wonder what type of disobedience leadership it might be when the order conflicts with principles?
Good stuff, though it may be helpful to label the supposed leader more accurately. A true leader will not give instructions so specific that they must be “disobeyed” when it’s apparent the result would be harmful. Teams should know the goals and desired outcome, together with expectations of teamwork and collaboration, but then be free to proceed to handle what unfolds in front of them as they move toward the goal. There’s nothing so directive or constraining that it must be disobeyed, unless they reject the goals and desired outcome.
In a day of I, me, my, and mine, I would say there is a difference in wisdom versus wanting to do your own thing or putting too much stock in one’s personal opinion. Must always make a distinction between opinion and facts or truth. Thanks for the topic – it created much thought!
I see this approach less as pure disobedience, but speaking up for the purpose of making an organization better clarify its goals and ways of doing business.
I agree with this! Although there is definitely a need for order and authority, true leaders don’t want to hire a bunch of robots that just do what they say without critical thinking. There are times when this disobedience, or organizational courage, is necessary and important.
Excellent! Whilst we don’t want people criticizing every second there should be a culture of trust in all organizations that allow this honest feedback. Just like Sam Walton who allowed any Wal-Mart employee make an appointment to discuss goings-on. I find leaders who have large egos will not let this happen but authentic, server leaders want to hear what’s going on on the ground floor to help the organization. Trust is certainly key here – both ways!
I completely agree. I’ve been inclined to go with my gut in many occasions when leaders of my organization have given direction to do otherwise. Being confident that your decision is driven by facts, experience and core values are direct contributors to how likely the decision is to end up providing optimal results.
This is such a key element to perfect within your leadership role. It is very challenging to go against the grain at times as you may feel as though you are being disrespectful. I have found that I am most comfortable with having a different opinion when it is driven by metrics.
I expect my team members to think for themselves. And if i have them doing something they think is “wonky”, I expect them to give me their opinion why it doesn’t seem correct.
Guess, most of my bosses in the past should have read this book. I live to be unreasonable all my life, questioning the status quo of a process, especially when outcome deviated from the expected. A few of my bosses (most remarkable all women(!)) apprecisted that. Most others did not like a running process to be questioned. Some hard lessons learned along the including growing quite a resilient skin 😉
Smart leaders never take yes as an answer..
Thoreau was the first to voice such ideas in “Civil Disobedience.” While he referred to moral choices, the idea of re-thinking authority’s stance is healthy for every organization. In fact, I think I’ve seen quite a few Star Trek episodes with this theme; the alternative being the destructive Borg collective mindset!
I concur and often cite Mary Gentile’s book “Giving Voice to Values” in my classes on courageous followership. Ira Chaleff (PS I can’t believe the spell checker still doesn’t recognize the word followership! It’s the 21st century!)
For anyone interested in this topic, I very highly recommend Mary Gentile’s Giving Voice to Values. She did a lot of research about how people handle being asked to do something wrong, and how to practice living your values so you are ready to find safe ways to speak up.
I’ve been in this situation before. I wish I’d had this book.
I agree that there is merit in this, but I believe this is one piece of the broader leadership culture in an organisation. Thanks for the article!
In my organization right now I have had many times where I would ‘disobey’ the guidance given down by higher leadership. But, I never do it without reason and explaining what the issue is AS WELL AS a solution. Most of the time I ‘disobey’ nowadays is because it would affect the overall team in a negative way. But I take the time to teach, explain how it affects the team negatively overall, then come up with a rational decision with hopes it will be in agreeance with or other changes will be made to get a similar result.
Other reasons I have disobeyed: When the command is unethical, un-moral, or unlawful.
Always outweigh the cost and benefits of all decisions. Take a deep breath, if you still want to make the decision after that breath, go for it. Just always be open to criticism and improvement.
Ideas we need in today’s workplaces.
There’s what you should do out of your own integrity but another dilemma is how far you ought to persist to further the mission of the organisation, I hope the book explores this.
What can I say that hasn’t already been said – except I hope I win a book!
Very interesting perspective about followers. Since leaders start as followers I think is as important to be intelligence obedient as intelligence disobedient. Therefore, we must be prepared to recognize the right situation to disobey.
Nice! Good bosses want smart people who have minds of their own and use them, not automatons who are helpless unless told explicitly what to do.
Disobedience seems negative action but depends on the context. If done as a reaction to unethical situation will bring positive outcome and vice versa. But surly culture plays a pivotal role.
“When two people in business always agree, one them is not required”
Positive dissent or disruption is an essential requirement to help avoid avoidable mistakes. Leaders need to create an environment where it is encouraged and a forum for it to occur.
It’s always about the best of interest of the organization and then the leader.
I just finished GTD and wow. I am interested in this – I am living this right now in my toxic work life.
Generally speaking, most bosses in an organization are managers, not leaders. While it makes moral sense to persuade the boss of the wisdom of your idea, consider how many steps in the organization you are removed from a real leader (if not your boss) and whether that is the pitch also needs to be to a real leader.
If I’m mistaken, Doing the right thing is a leader and doing the things right is a manger.
We need more of this. Blind obedience leads to disastrous results and empoverishes growth potential. Excellent approach.
Excellent topic. Wow so worth thinking about and exploring I love it.
Would love a new read!
The discussion here is based upon a delicate balance between following orders and “knowing” what is right when the order is incorrect. All team members should feel empowered to do the right thing or at least what they believe is the right thing. I have told my team members, that even if they make a bad decision, when asked about it, they need to provide a well thought out, logical decision tree about how they came to that conclusion. Providing that will permit correction to be made as to where their decision tree went awry. I would be willing to bet that most quality team members will make good decisions when empowered to do so. And, as the de facto leader, when those decisions are contrary to initial direction, will cause growth on my part as well as to where my decision could have been better/overlooked a better possibility/solution.
i love this theory…. until I wonder how I’d respond when a subordinate disobeys me.
Leader is not a title, it is a way of being. Had an interesting experience where colleagues and I had discussions as well as presentations on different leadership theories and/or styles.
From an auditor’s perspective, I would say that companies implement risk management policies and procedures and they should be adhered to under all circumstances. However, as a human being, I recognize there are occasionally situations where deviation from documented policies can and should occur. These situations should be the exception, not the norm, and rationale for deviation should be documented with a clear business purpose (i.e. the ‘good will’ example listed above).
This book is actually in my audible library wish list and I had planned to begin listening to it after I finished the book: The Men, the Mission, and Me. I usually listen to these types of books first & if I enjoy them I purchase the hardback to highlight or make notes in as I re-read it.
I am often told that I am not “playing the political game well” in my organization when I question the way certain things are done. My hope would be this book would assist me in approaching the topics those around me tip toe around in order to avoid conflict. Whether I win a book or not, I look forward to listening to it in the near future!
Love this common sense approach to intelligent disobedience. There are times I have gone along with things in the spirit of obeying my boss when I knew it wouldn’t be best. I wish I would have read this sooner.
Instead of ‘disobeying’ this can be a chance to simply talk about ‘differing opinions’ and figure out which is a right approach- for leadership and the organization. A team approach is always helpful in situations where one needs to deviate from policies set by leadership. Including leaders in the talk may help to come to a common ground where the root cause of the problems can be identified and analyzed.
Sometimes a differing opinion can be taken as disobedience and it is not- sometimes, it may be smarter and a more resourceful approach.
Big fan of the concept but it can put you in a precarious professional position in certain organisational cultures …
Good leaders empower such constructive engagement and are wise to the risk of sycophancy and yes persons. The risk of blind followership is greater the more senior the leader.
As a teacher and as a parent, I have always tried to teach those “under” me to think for themselves and make their own decisions. On the other hand, the employees / students / children need to make sure they fully understand the situation and the intentions of the person over them before they take the decision to disobey. Disobedience can be disastrous if it is based on assumptions that are not true or not fully informed.