What is described as a better option for a subordinate with concerns?

• A. Make one last statement of concern and then proceed to lead the team in execution of the plan to the best of their ability
• B. Escalate the concern to the next level of management without acting
• C. Stop participating and detach from the team
• D. Persist in voicing concerns but refuse to lead

Answer: (A)

Balancing listening with action is the key idea here. The best approach is to acknowledge the subordinate’s concerns one final time and then take the lead in moving the team forward with the plan to the best of your ability. This shows you value input and are accountable for results at the same time. By validating the concern, you prevent it from being dismissed, and by proceeding to execute, you maintain momentum and trust. If the concern proves to warrant a change, you can adapt as you implement, but progress is still made and leadership remains clear.

Escalating without acting leaves the team without direction, which can stall progress and undermine confidence in leadership. Detaching from the team signals a loss of accountability and weakens trust. Persisting with concerns but refusing to lead creates a gap between raising issues and delivering outcomes, which can demotivate the team and compromise results.