Johnny C. Taylor Jr. answers workplace questions every week on USA TODAY. Taylor is president and CEO of SHRM, the world’s largest human resources professional organization, and author of Reset: A Leader’s Guide to Work in an Age of Upheaval.
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Question: Although I enjoy my job and the people I work with, I increasingly disagree with some decisions made by senior leadership. How many disagreements with leadership is normal, and at what point does it indicate it’s time for me to move on? – Brandon
answer: Disagreements with senior leadership are normal and expected in healthy organizations. What matters is not whether you agree or not. what I don’t agree with you. how Those disagreements will be dealt with.
Let’s start with a reality check. If you never agree with leadership, one of two things is true. That means they’re not very invested in the work, or their culture doesn’t call for honest discussion. Neither is good. Thoughtful objections are often a sign of engagement rather than insincerity.
That being said, perspective is important. Senior leaders make decisions by weighing information, constraints, and risks that are not always visible to employees. Strategy involves trade-offs, and not every call feels right from where you’re sitting. That’s where trust is born. Even when we disagree, we need to believe that leadership is acting with integrity and serving the long-term direction of the organization.
A useful way to assess misalignment is to distinguish between strategy and values.
Disagreements over priorities, schedules, or execution are a part of work life. We don’t always agree on what to do first, how fast to move, or which option is best. These discussions are productive and often lead to stronger decisions.
Disagreements about values are different. When leadership decisions consistently conflict with core beliefs about integrity, fairness, or the organization’s mission, it’s more than just friction. That’s a signal. Over time, mismatched values can erode trust, confidence, and motivation, and no matter how much you like your coworker, it can’t be fixed.
Strong organizations like SHRM follow a simple discipline: Challenge, Decide, and Commit. Employees are encouraged to voice concerns and provide alternative perspectives. The leader calls. In this way, the organization will move forward together. This model only works if dissent is welcomed before a decision is made and commitment is expected after the decision is made.
So pay attention to how your leader reacts when you speak up. Are questions welcomed or tolerated? Are disagreements met with curiosity or defensiveness? Do leaders explain decisions, even if they don’t change course? A culture that constantly shuts off feedback does not protect alignment. It undermines engagement and avoids accountability.
Ask yourself some direct questions. Do you still believe in what the organization is trying to accomplish? Do you trust the intentions of your leaders even if you don’t like the results? Are you comfortable raising alternative points of view without consequences? If the answer is yes, some disagreement is fine. It’s part of doing meaningful work.
But when you no longer trust leadership, when its decisions regularly conflict with your own values, and when opposing opinions are treated as threats rather than valuable opinions, tensions do not resolve on their own. Over time, staying requires leaving or compromising in unsustainable ways.
Bottom line: Disagreement is healthy. Disagreement based on lack of trust or conflicting values is not. Knowing the difference can help you decide whether the right course of action is to lean in, speak up, or start preparing for the next step.
The views and opinions expressed in this column are those of the author and do not necessarily reflect those of USA TODAY.
