This really matches my experience. As a high skill worker (software engineer at a FAANG), I strongly view top down proposals without team buy-in as a leadership failure.
If your idea is good, you should be able to convince the team that it is good and ought to be implemented (contributing to the implementation yourself is going to win you big favor points). Going over the team’s head to force the solution by forcing the HR team to accept the proposal in the example is going to burn bridges. Maybe it’s necessary if the proposal is incredibly important, but mandating a solution on a team after pushback should generally be viewed as an organizational failure to mourn.
This really matches my experience. As a high skill worker (software engineer at a FAANG), I strongly view top down proposals without team buy-in as a leadership failure.
If your idea is good, you should be able to convince the team that it is good and ought to be implemented (contributing to the implementation yourself is going to win you big favor points). Going over the team’s head to force the solution by forcing the HR team to accept the proposal in the example is going to burn bridges. Maybe it’s necessary if the proposal is incredibly important, but mandating a solution on a team after pushback should generally be viewed as an organizational failure to mourn.