Frame upward feedback as a decision risk when a boss's announcement has hidden execution consequences.
risk-flag option-stack impact-chip A budget cut just created a hidden customer risk. Lena knows the contractor cut will affect two promised customer onboardings. What should she do? Briefly flag the customer-impact risk in the meeting and offer to bring a dependency map right after. Strong. It supports the boss's margin goal while adding missing information before the decision hardens. Say the cut is unrealistic and that leadership keeps making commitments the delivery team cannot meet. The concern is real, but the global accusation threatens face and blurs the decision impact. Wait until customers complain so there is undeniable evidence that…
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