Part One (of two)

Challenging a Proposal

Below are 4 situations you may have

experienced whilst working in the Insurance

/Reinsurance business:

Speaking up is a choice. Against the background of the economic climate, it is felt by some to be an increasingly risky option. As an individual, you will may do one of the following:

We could define “speaking up” as getting your point across. This can be immediate, for example, in a meeting situation, or can follow contemplation. Alternatively, you may choose to go with the flow and say nothing.

There are numerous reasons as to why you would opt for, or naturally take one of these approaches, based on your personality and the working environment you inhabit.

Of course, the working environment is always changing, but your personality is constant. It is only the behaviors you exhibit that may change, in an attempt to adapt to the environment. In this recession, which is impacting our organisations to varying degrees, individuals may be adapting behaviors, some conscious of it, some not.

The compulsion for some people is to worry about what the future may bring. This inevitably breeds behavioral change which may lead to a reduced level of contribution, perhaps taking more of a “back seat”.

Scenario

"Risk" for the purpose of this discussion is the probability that you will be selected for termination, ahead of another colleague looking to secure the same role.

In this scenario, you are in a meeting and a proposal has been tabled.

It could be concerning a process change, a risk management approach,

a quarterly planning meeting or determination of claim authorities for

example. You may agree with the proposal; you may have some reservations

but in principle ok with it; you are dubious; or you believe it is completely

inappropriate, unnecessary and unworkable.

I am going to focus on the following option for the purpose of this article –

“The proposal is completely inappropriate, unnecessary and unworkable”

Speaking Up – The Powerful Response

You “speak up”, making an immediate assertive and

powerful response, that comes from being fully focussed

on the subject matter and the resulting discussion. The

response is of a high quality. There is no antagonism; the

response is alert and genuine. You have said what you

wanted to say and it feels good. It may or may not change the

outcome. You may choose to pursue your case after the

meeting without an antagonistic relationship with the subject, those involved or yourself, even if you feel you are not being heard. You move forward accepting the outcome, or take further alert steps if any can be taken. You recognise that there may be other agendas at work and some human dysfunction in the handling of the issue. You accept this, knowing that this has always been prevalent in organisations and is not personal. This is empowered working.

It may be you have choosen not to commit in the meeting, because you want to digest the information. You look at the proposal and make your response in an alert way after weighing up the facts and the potential impact. This is a positive and energetic response by e-mail, phone or face to face. It feels good. You have taken positive and powerful steps.

One would expect that you are the type of person your organisation wants to keep and your contribution is valued, so it could be more risky for you to change your behavior. However, you still run the risk that those you challenge react negatively to your opinions and/or to you as a person. You make your point knowing you can “let go” without holding resentments. You are firmly within your value stream and resourceful. Inherent within that is a confidence in your own capabilities, to the point that if you lost your job, you have the resources to continue to thrive in your life and career. I would view this to be a low risk strategy.

Speaking Up – The Antagonistic Response

You “speak up” but this response is driven by what has

become an antagonistic relationship with the proposal

and/or the people involved. The response is of a sub-optimal

quality. From here, the subject matter becomes secondary to

the way you are feeling, which may involve tightness in the

stomach or chest and perhaps some sweating. Others will feel

the emotion in your response and it may trigger an emotive

reaction from them also. This could continue for some time,

turning into emotionally charged e-mail activity and potentially

becoming personal. Working life is a heavy experience and there

is no strategy. It doesn’t feel good at all and you are putting yourself at high risk.

Not Speaking Up 1

You say nothing. It may be you begin complaining in the head and

to those around you. There is turmoil inside, this doesn’t feel

good. Alternatively, following the meeting, you may say to

yourself and to others “I couldn’t care less” and try to disassociate

yourself from the proposal, knowing it will affect you later on. You

are in denial. Again, you may complain in the head and to others.

This is high risk.

Not Speaking Up 2

You say nothing, yet do not feel antagonistic with the proposal, even though you disagree with it. Whilst this is powerful choice, it may be beneficial for you to check in with the level of fulfillment you are getting at work and your relationship with your role and organisation. This is not empowered working and may feel a little uncomfortable. Nobody really knows what you think – medium/high risk.

Part 2 Next Week. Speaking up when:

•you are struggling to cope with workload

•a colleague is having difficulties

•you need support

is it too risky?