Years ago, I was deeply involved in a critical strategic decision for my company. We had invested many years and millions of dollars into the technology that had powered our business for decades. However, this platform was based on older technology and had significant limitations.

On one side of the debate were leaders who favored a complete rewrite of the tech stack. I, along with others, advocated for a more gradual, evolutionary approach—modernizing the platform incrementally over time.

Ultimately, the decision went the other way: we would replace the entire platform wholesale.

This is where I made a crucial mistake. I was so convinced that my approach was the better path for the business that I continued to argue my point to anyone who would listen. I was vocal – too vocal.

One day my manager, who was an excellent mentor, sat me down. She said, “You have to understand that there were other very educated, very experienced people in that conversation. By continuing to fight against the decision, you’re being disrespectful of their competence.”

I’ll be honest, this was a perspective I had not considered. I’m embarrassed to admit it, but it simply hadn’t occurred to me.

For some time, other leaders had been telling me that the decision was made, and what they needed from me now was to support it and help drive it forward. That was a valid point, and I regret not heeding it earlier.

When my manager gave me this insight, she did so gently but firmly. She made it clear that I needed to make a change. And thanks to her, I did. I took on leading two of the teams working on the transformation. I shifted my energy toward making the new strategy a success. I was all in.

This shift improved my standing within the company to some degree. My peers appreciated the change in attitude and the effort I put into pushing the project forward. However, the damage had already been done. I had earned a reputation for being obstinate and overly attached to my own opinion. Sadly, that was accurate, at least at the time. It takes a long time and consistent action to change how people perceive you.

So, here’s my advice. When a decision is being made, do your research, form your arguments, and advocate passionately for what you believe to be the best path forward.

But once the decision is made – whether it goes your way or not – commit fully to making it succeed. Respect the experience and intellect of the others who argued their side just as passionately as you did. Then, work to help the team succeed.

If new data arises that challenges the original decision, don’t use it as an opportunity to say “I told you so” or rehash old arguments. Instead, focus on what the new data is telling you and the business. Look for ways to adjust the strategy accordingly. Approach the new discussion with the mindset that everyone is there to learn and improve from the updated information.

In short, remember that you’re part of a team. Compete with the companies out there trying to take your business—not with each other.

I’d love to hear about your own experiences with decisions that didn’t go your way and how you handled them. I’d also like to know about other key learning moments in your career. What happened, what did you do, and what did you learn?