A good friend recently told me about a tough policy decision he implemented. The kind where, no matter what course he chose, not everyone on his staff would be pleased.

You would like him. He has enjoyed a well-deserved, meteoric rise within a substantial corporation without the slightest increase in or, for that matter, hint of, self-importance. 

So, I was gratified and not in the least surprised that he cared about the feelings of his people. But, recognizing that it wasn’t possible to make everyone happy, he made his best decision, announced it and owned responsibility for it. How his people handled it would have to be up to them.

Good. While a management position is no mandate to disregard feelings, unpopular decisions are inevitable. Managers whose agenda is to be loved by all tend to deal with such decisions in one of two hopelessly ineffective ways: they use passive-aggressive behavior to avoid action; or they find a way to deflect the rap to someone else. Ironically, anyone who resorts to the first is no manager at all; and anyone who resorts to second is not at all the nice person he or she strives to appear.

The following, taken from My Musings on my personal website, seem to apply:

 • Unwillingness to take a stand for fear of angering others is not a virtue. It is cowardice, and will sooner or later lead to letting down someone who deserves support.

• What you want others to think of you is a lousy way to make decisions. One is only free to choose the best course when acknowledgement doesn’t matter. Loneliness is a risk of making good choices.

• Manipulating people will catch up with you. Besides, you’re not as good at it as you think you are.

—Steve Cuno