A verdadeira liderança

Em Maio passado a HBR publicou o artigo "When You're Asked to Meet Impossible Goals":

"John, the CRO of a private equity-backed tech company, faced mounting pressure to meet sky-high sales targets tied to an acquisition. He knew the goals he was given were unachievable. Saying yes risked burnout and failure; saying no risked his credibility.

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The real leadership skill is not figuring out how to do it all; it's knowing when and how to push back. That's where strategic refusal comes in. Strategic refusal is a structured method to force prioritization and push back on unrealistic demands that jeopardize team productivity, morale, or well-being. The idea isn't to avoid responsibility, but rather to protect the team, maintain long-term performance, and ensure sustainable outcomes-all while safeguarding your reputation.

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Saying yes to everything doesn't strengthen your leadership—it overloads it. Being able to say no when needed is what separates strong leaders from struggling ones. Leaders who push back strategically aren't seen as difficult but as credible decision-makers, trusted advisors, and the ones who drive sustainable results. They don't just work hard; they prioritize relentlessly." 

O meu pensamento foi para as centenas de gestores em empresas portuguesas "desfocadas" (recordar Wickham Skinner e "The Focused Factory") constantemente esticados para a direita pelas exigências de eficiência e para a esquerda pelas exigências da área comercial que quer servir todos os tipos de clientes.

O artigo propõe como solução a "recusa estratégica" — uma abordagem deliberada para priorizar, proteger as equipas e manter um desempenho sustentável. Para isso, são apresentados dois instrumentos: uma matriz de decisão para avaliar iniciativas com base na sua importância estratégica e viabilidade, e um quadro de acção com quatro passos para dizer “não” de forma construtiva. 

A verdadeira liderança reside na capacidade de priorizar e recusar de forma responsável, não em aceitar tudo.