~ 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 3 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 3

A difficult personality  You value a variety of opinions – but you may have an oppositional member on your team – someone seeming to always take the reverse position from the rest of the team. Some amount of opposition can bring a healthy level of “devil’s advocate” perspective, offsetting any “group think” that may occur.  However, sometimes this more contrarian-type individual may shut down their listening and resist even the best ideas, causing a stall in forward progress.

Moving forward  As leader, beginning all meetings with a clearly-stated meeting context and defined agenda aligns attendees at the start. Also, upholding clear ground rules and decision-making protocols can rein in discussions that may be high-jacked by a dissenting team member. If these strategies are not enough, meet one-on-one with this team member to acknowledge the value they bring to the organization, and request that they do their part to manage the flow and progress of meetings. This may encourage the individual’s self-awareness in a more helpful way.

Still no progress? You may decide this challenge is outside of the scope of your role or what you would like to spend your time addressing. In this case, when you are certain of the value this individual brings to the team, consider the support of an outside coach to discuss a possible 360° assessment or Results System™ coaching to expand the team member’s self-awareness and address the challenge in a sustainable way. As well, if you’re not clear about this individual’s fit for your organization’s leadership, an executive coach can support you in gaining the clarity you need.

This is part 3 of a 5-part series. Click here Part 1, Part 2 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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