The Line Between Change and Going Rogue

That moment your manager thinks you've gone rogue. Your stomach drops. All you wanted to do was make things better, and now you're being seen as a problem.

Let's step back here. In response to my post about transforming companies from within, a LinkedIn comment stood out:

"I've been fired twice for trying this. Its dangerous if the culture is rotten"

This stark response deserves attention. To be clear, I'm not suggesting the commenter went rogue. I know nothing about their specific situation. What their experience highlights, however, is the critical importance of alignment and earned trust when attempting change from within.

Connecting to Strategy

There should be a clear line between your company's strategic goals and your Fork. If you can't easily explain this connection to your manager, you're not ready to proceed. Assume you'll need to have this conversation eventually. If explaining the alignment feels like a stretch now, it will feel impossible later.

This isn't just about protecting yourself. It's about ensuring your improvement efforts create lasting value. When your Fork clearly supports company objectives, you're not just changing processes, you're helping deliver on strategic promises.

The Trust Factor

Your ability to push boundaries is directly proportional to the trust you've earned. New team members often ask how they can start implementing changes immediately. The answer? You can't. First, you need to demonstrate good judgment, build relationship capital, and show you understand the company's culture and constraints.

Think of trust as your change currency. Each successful project, each demonstration of good judgment, each positive interaction builds your balance. The scope of changes you can test safely grows with your trust account.

Document Your Thinking

Even well aligned Forks can look like "going rogue" without proper context. Document your thinking. Show how you're addressing real problems, testing carefully, and measuring impact. This isn't bureaucracy, it's building a case for your changes that others can understand and support.

The best Forks aren't just about the changes themselves. They're about showing your work, making your thinking visible, and helping others see both the problem and solution clearly.

How to Connect

Review your company's published goals, mission statements, and strategic documents. Brainstorm how your Fork connects to these objectives. Sometimes the connection is obvious, other times you'll need to connect a few dots, but the connection needs to be there.

Every Fork requires co signers, people you've convinced that your Fork is worth testing. If you're concerned about strategic alignment, talk with your co signers. Meet with them and share your concerns about connecting to company goals. Let them help you think it through. Have one of them role play being your team lead.

Moving Forward

If you're struggling to connect your Fork to company strategy, you have two options: adjust your Fork or invest time in better understanding how your ideas align with company goals. Sometimes what looks like resistance to change is really just a gap in showing strategic connection.

Remember: meaningful change isn't about bypassing the system, it's about improving it in ways that serve its core purpose better.