Leadership in the business world requires confidence when making decisions regarding business strategy, human resources, operations and fiscal oversight. Businesses scale each of these areas as the organization’s economic stature grows. When a business has a cadre of influential leaders, each with a high level of confidence, the opportunity for conflict is ripe.
Tension among top decision-makers can be productive, and a healthy discussion of important topics should be welcomed. However, when a team member’s “need to be right” overshadows the discussion, and turns the conversation into a personal power play, this can have a negative effect on the whole team dynamic.
The “need to be right” may come from a desire to repeat previous successes, a desire to not be overlooked, or defensiveness from past perceptions of our input being discounted.
According to Ron Carussi and Jarod Shappell from the Harvard Business Review (HBR), figuring out the root cause of our “need to be right” is the first step in determining how to keep a healthy tension from becoming a perceived personal attack. Carussi and Shappell suggest that the organization’s leader take hold of the moment and calm the tension by:
Resisting the temptation to escalate dueling arguments
Try to recognize a pattern from previous discussions
If a pattern is obvious, then schedule a separate discussion with the person/people to address the dynamic in play
The HBR team suggests having decision-makers come to meetings with pros and cons on the topic at hand, and “make it a routine to have all team members weigh in with differing points of view when making decisions.”
Keep the focus on what is in the best interest of the team….and get the focus off of any individual. This helps to maintain a balance among your team’s top decision-makers.
As a leader, remember that part of your “job” is to reassure each of your team’s leaders that their input is valued and show appreciation for their effort and perspective, regardless of the eventual outcome of an important decision.
At Possibilities, we explore emotional intelligence techniques that address the complexity of our work environment, including our need to right. Our team works with corporations of all sizes to develop intentional culture, inspirational leadership, and high-functioning teams.
“You can be right, or you can be in relationship.”
You can “be right”, or you can focus on “getting it right.”
Possibilities