Professional instinct has conditioned us to avoid conflict with the age old saying “It’s bad for business.” Fast forward to today’s world of work and we’ll be the first to tell you that difference is what’s fueling outperforming teams. To lead your team in this direction, you’ll need to keep tension at the centre of your strategy.
Most of us don’t like conflict, and for good reason. It comes with a slew of unwanted problems and can spread quickly. When faced with the risk of being seen as unproductive and unprofessional, the typical go-to approach for leaders has been to avoid it at all costs.
But a focus on ‘getting along’ and creating harmony in the short term will fail if you don’t generate debate and surface disagreement. Sheltering your team from agitation or confrontation won’t help. Your responsibility is to encourage healthy conflict.
We’re trained to have everyone get along, to avoid making anyone look bad and to maintain a general consensus at all times. Yet agreeing for the sake of agreeing is a clear recipe for disaster. In time, this will crush your team’s motivation and alignment along with performance.
Take it from us. Our co-founder Levi Goertz, a former McKinsey & Company consultant, witnessed the costs of not practicing the company’s cultural value of Obligation to Dissent:
“We once worked with a software company to launch a new product under a tight deadline. The ask included a nice to have feature with extra engineering effort of around 30%. Because engineers on the team didn’t push back knowing they’d need more time to deliver, they not only ended up working long hours over three weeks, the deadline was missed by four days.”
The best decisions don’t come from 1-2 people proposing something and everyone else giving a smile and a thumbs up. The tough problems you’re facing require diverging points of view where people feel safe to debate alternatives and to hash things out.
Make no mistake. Leading this charge requires a good level of disagreement, and many teams will need a committed, healthy push from their leaders on how to do so.
Here at SHIFT, we debate. A lot. It’s why we understand the true nature of teams and what it takes to make them thrive. It’s also why ‘Debate to Great’ is one of our core values.
Tried, tested and true, we use healthy conflict to get the best ideas, ambitious goals and decisions possible. By challenging each other respectfully and being open to exploring what’s wrong in the moment, our differences drive us to uncover the very insights that help organizations win at team effectiveness.
We know shifting your efforts at promoting more conflict on your team takes time and patience. That’s why we’ve got you covered. Here’s how to get started:
Advocating for conflict opens up new ways of accessing untapped insights on work and your team. This is especially true with our Perspective tool that lets you review your team’s personality profile so you can better understand and address conflict to make differences a true strength.
So go ahead, make butting heads a pillar of your team’s culture. With respect, awareness and opposing views, your team’s performance will outshine the rest.
From retros to 1 on 1s, your ability to give feedback is what makes you a good leader. But simply giving constructive feedback often isn’t what’s going to help you effectively lead and improve team performance. If you think it’s about how often you coach, mentor, advise or opine, think again.
Remote work is hindering your ability to offer constructive feedback even though you’ve built social license to be candid with your team. Team outings and workplace comradery are no longer at play when it comes to effectively delivering critical comments. Alas, your feedback is being hidden behind screens with nowhere to go.
We recently checked in with some of our senior clients and heard a variation of the phrase, “The crisis is over.” But after speaking with our users in middle management and on the frontlines of organizations, different experiences were left behind, far from it.