Mentor
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Thought I'd share another leadership opportunity, this time for industry leaders in the Tech & Digital sector. Would love to connect with anyone who is a senior leader (MD / SVP) with deep experience in this sector alongside leadership experience in a TA / Growth or Client Relationship environment. Amazing opportunity to further establish and grow our presence with global leaders in Tech.
https://www.weareams.com/careers/job-search/job/?id=15575
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If the room feels tense or like the decision’s already made, I don’t try to force a full debate. I just ask for a small window, like, “Would you be open to a two-minute alternate path that might tighten the approach?” It’s not because I expect them to change course on the spot, but because it signals I’m offering value, not picking a fight. And if they move ahead anyway, I don’t leave it there. I’ll send a quick follow-up, something like, “Just capturing the concern I flagged about [X], in case it comes up later. Hopefully not, but if it does, we’ll be ready.” I’ve learned that getting your thinking on record matters, even if it’s ignored in real time. Because eventually, patterns show up. And when things start to unravel, people remember who raised the flag early. This has quietly earned me trust more times than I can count.
Great approach. Documentation helps keep your sanity even if you can’t use with those involved. I don’t know how many times I’ve been a meeting where the same topic comes up with either new people on the room or because no decision was executed and quickly reference an old deck or wiki page to offer as a starting point.
Some good advice I got once was "choose your battles." Sometimes it's better to just know when to shrug things off and not get too energized about some things. First of all, it's just better for my own sanity. And there can be an optics problem. It's best not to become known as a chronic critic or complainer. Finally, it's better to save my energy for when it really matters. Deciding when that is can be instinctive, something where I know it when I see it.
Mentor
Trying to practice this… even though it feels impossible most days. Especially when it’s not about being negative, it’s about seeing something clearly and wanting to prevent the inevitable fallout. But I’m learning that not every hill is worth climbing, and that restraint can be just as strategic as speaking up.
It's probably better for your mental health to just let things slide. That said, I'm argumentative and mulish by nature, so I have a hard time putting it into practice, particularly when it's something I feel strongly about. We switched ecomm platforms a few years ago, and I argued until I was hoarse that we should go with Shopify over SalesForce Commerce Cloud. Needless to say, I was overruled, so you can imagine the mixture of surprise, smugness, and anger I felt when our owner set a meeting last month to discuss potentially switching to Shopify.
Mentor
Nothing hits like the combo of being right and being ignored. I swear, holding your tongue when you know the thing’s gonna flop is its own job. I’m not built to stay silent either, so I’ve started documenting everything with quiet receipts, just in case a “surprise” epiphany hits later. Then when it does? Smile, nod, and let them think it was their idea all along.
I mean my vote rarely counts anyway, but I always voice my opinion either way. I'm all for speaking up, professionally, of course. Even if they disagree or had their minds made up, I have seen them think through and make changes at a later date and that's still a win in my book.
Mentor
True! I need to keep this in mind. If they circle back later with my idea, fine. At least I know I’m not out here cosigning mid work just to stay agreeable. Quiet doesn’t equal complicit.
Usually worth pushing back when it is going to have long term impact.