5 Tips in 5 Parts – Transforming Leadership Disagreements into Leadership Alignment – Part 4

~ 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 4 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 4

Non-productive leadership patterns 

We all have productive ways that support our business success. We also have less-productive ways that can dampen our perspective, communication, and energy. These leadership patterns (beliefs, habits, reactions) don’t typically begin when someone is promoted or reaches a certain level in an organization, they sometimes go back to early life or work. Less-productive patterns can get in the way of our communication, enthusiasm, planning and other strategic aspects of our work, and so diminish our ability to collaborate and effectively contribute to a team.

Moving forward  An important clue that a “problem” pattern (or patterns) may be sidelining your team’s success is recognizing that your or a team member’s reaction (or over-reaction) has shown up before and has been showing up for a while. As this is a larger topic and a common challenge, please stay tuned for solutions and further discussion in a blog post following this series.

This is part 4 of a 5-part series. Click here Part 1, Part 2, Part 3 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!

5 Tips in 5 Parts – Transforming Leadership Disagreements into Leadership Alignment – Part 3

~ 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!

5 Tips in 5 Parts – Transforming Leadership Disagreements into Leadership Alignment – Part 2

~ 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!

5 Tips in 5 Parts – Transforming Leadership Disagreements into Leadership Alignment – Part 1

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


This 5-p
art 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 1 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 1

An unresolved issue between two (or more) individuals  Conflict areas may include difficulties such as: competition over a promotion, resource allocation, competing organizational strategies or needs. Negative emotions that linger are often easily recharged by certain topics or discussion and close off an individual’s ability to participate in team discussions openly and objectively. The sooner these challenges are addressed and resolved, the sooner your team can be aligned and positively engaged in their mission and plan.

Moving forward  Have a frank one-on-one conversation with the involved team members. As leader, you can help address the difficulty head-on. Direct conversations with focus on understanding and support may get to the bottom of the struggle and help individuals resolve past difficulties and focus on current goals. If difficulties continue, consider bringing in the outside support of a coach to help facilitate a direct and lasting solution.

This is part 1 of a 5-part series.  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!