There are lessons that we have not forgotten. A few years ago, when I was still working as an engineer, I accompanied the person in charge of engineering and tooling on a visit to the factory of the company we worked for. He investigated the problem in one piece. After a quick and individual analysis, he assessed that it was necessary to make a small adjustment to the mold used to cast the part, something we call a tool.

Believing that he was right, this area leader, called the toolmaker, explained the problem and requested such change. A few minutes after leaving this professional’s workbench, the leader, who apparently had thought better of it, quickly returned to the tool shop and canceled his order. In his opinion, his proposal would not be the best way to solve the problem and would still result in damage to the tool, that is, more damage to the company.

I remember that after requesting that the tool change was not carried out, the leader asked the opinion of the toolmaker and he heard something like: “I am sure that your recommendation will not solve the problem”. The manager, looking somewhat disappointed because he had worked with that professional for many years, questioned why he omitted that perception. It was then that the leader heard a blow: “you didn’t ask me, you just told me to do it.”

Fortunately, the time for authority and submission has already begun to pass in the past. Employees want to be heard – many really have something good to say – and there are companies that are already reaping the benefits of this new, more egalitarian relationship model, in which everyone has the opportunity to speak up. But, unfortunately, this is still not the general reality. There are managers willing to just give orders and employees in a position to only execute what they “were paid to do”.

From my old experience, I learned two things. As a manager, I sometimes need to make controversial, difficult or contradictory decisions for the sake of the business, even though a portion of the professionals do not understand. But, whenever possible, I try to listen to the opinion of the employee who is in front of or closer to the problem. This is the best way for me to understand all points of view of a more challenging situation and make the best decision. As a team leader, especially after that experience at the factory, I started to train my most critical look at the commands I receive, trying to understand if I can contribute to improving that idea.

I know that exposing an idea or suggestion, especially when it contradicts the opinion of a leader, can generate some discomfort. But, as long as you do this based on solid arguments and maturity, this attitude can turn into an excellent perception of the surrounding people about your real commitment to work. In the case of the leader, soliciting the opinion of the team will only make the professionals feel more and more engaged to truly contribute to the results of the business. That is, everyone wins.