The Leader Who Kept Being Right and Kept Losing

He spent six hours writing an SOP nobody was going to read. He just didn't know that yet.

Something had gone wrong on his team, so he did what he always does. Sat down, thought it through, wrote it up clean, formatted it, printed it, posted it.

Then he told the team about it.

They didn't follow it.

So he found backup. Articles, videos, proof his SOP was right. He sent it around. Surely once they saw the evidence, they'd get on board.

Still nothing. Weeks of work, repeatedly ignored, and he genuinely couldn't see why. The plan was good. That's not in question. Something else was broken.

If this sounds familiar, here's the uncomfortable part: you might be doing exactly what he was. Building it alone, then spending just as much effort convincing people it's right, and mistaking that second effort for leadership.

Researchers once studied six years of Hollywood pitch meetings to find out what actually gets greenlit. Not the most polished pitches. The ones that left room for the room to shape the idea. People don't back what they're told is good. They back what they helped build.

The SOP was never the problem. The convincing was.

Think about the last thing you built alone and then tried to sell. What would change if you brought the problem instead of the plan?

The ACE Assessment can show you where you default to convincing instead of including, especially when you're confident you're right. 138 questions, 20 minutes, then a full hour with me to walk through what it shows.

Take the ACE Assessment → https://ace.bethoughtly.com/

In your corner,

Allison