~ what to do when your leadership team clashes more than it agrees ~ 

This 5-part February series is about aligned leadership. If you are the leader of an organization, the manager of a team, or part of a team that can spend too much time struggling to find agreement, I’m confident you will find at least two take-aways for helping your team stay aligned and attain their highest-level success. This is Part 2 of the series.

Are continuous leadership disagreements stalling your company’s success? When “varied perspectives” become continually disagreeing perspectives, the success of your organization or company can suffer the consequences. Delayed decisions, meetings that take too much time, and discussions that focus more on problems than solutions, are sometimes only the top layer of what’s not working.

There are numerous possible recurrent issues, such as a major conflict regarding the organization itself to an increase in a team member’s personal stress-level. When team conflicts consistently arise, your ability to get a clear sense of the cause or problem is a first step in addressing it.

Part 2

A clashing of behavioral styles  A strong difference in behavioral styles can also create tension in a team.  Such as when one or more individuals with a D (Dominant) style looks to move directly and bottom-line the discussion, while perhaps a high C (Conscientious) team member is looking to proceed slowly to uphold a high-level of standards.  Or when a “big-picture” focus of an individual with a high I (Influence) or S (Steadiness) style struggles to influence a person with a more detailed focus.  In times of ease and progress, a strong style difference may show itself as a very positive benefit.  In times of change or stress the same difference may feel like a boulder in the meeting that everyone is constantly needing to climb over.

Moving forward  A training or facilitation using a behavioral assessment such as the DISC® Work of Leaders, to integrate behavioral leadership styles information into the understanding of the organization’s direction, vision, etc., can work simply and directly to lessen and frustration or conflict in team conversations.  If the team has already had a training in this topic, it may be time to review past learning and re-integrate the information looking at current organizational challenges and opportunities. A bit of added awareness can go a long way in realigning your team and adding forward motion.

This is part 2 of a 5-part series. Click here Part 1 to read from the beginning.  If you don’t already follow my blog, sign up now (in the right-hand column) to receive email notifications of future posts. I appreciate your readership and welcome your thoughts and comments!

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