https://peterszasz.com/how-to-represent-decisions-you-disagree-with/
The expression "shit umbrella" does a great job of conveying this idea [of managers being a shield] visually. I have multiple problems with this interpretation of the role, to sum it up; it treats team members as children who need protection, it hides useful context that could be helpful for them to accept and work with change, and puts unsustainable pressure on the manager.
I prefer a different analogy; the Shock Absorber. Ed Batista in his article here does a great job explaining this concept, so I'll just summarize it here: cushion the blows by giving context and reframing: provide the appropriate level of resistance (to both directions!) and pay attention to your own resilience.
Disagreeing and committing is probably even harder for the less senior people on your team, and the best way for them to learn it is by seeing it practiced by their leader, you. Be objective and clear about the arguments of both sides, but explain that the time to debate is over, we need to move on so we can progress and eventually learn from this decision.
Use empathy with the members of your team, people process change differently. Create a safe space for them on 1:1s where you hear them out without judgment. Avoid starting with counterarguments against their concerns. It's more important to let them share their unfiltered frustrations first and acknowledge that they feel upset (without agreeing with them - you might, but that's not the point now). When they are ready, you can start discussing the details.
It can be tempting to let some steam off in safer spaces like 1:1s with folks on your team. While having a common adversary builds camaraderie, the long-term effects can be much worse. You're effectively building an "us vs them" culture, which will push the team away from collaboration and will eventually erode their morale and efficiency.
the risks of delaying information are bigger:
- the later the team knows about a new direction, the longer they operate the old way, and the harder it will be for them to implement the change.
- if the team finds out news from somewhere else, you're forced to be reactive and defensive in a sudden – the opposite of controlling the narrative
- witnessing an example where their manager was not sharing information destroys trust and gives anxiety to the team. They will start thinking "What else is being worked on without me knowing?"
- when people lack information, they assume the worst, and the anxiety is impacting their morale and engagement
