A few weeks ago, I wrote about the importance of having more conflict, not less; I also wrote about the importance of establishing a baseline of trust to make way for healthier conflict. But having more and better conflict takes more than goodwill; it’s essential to think about what structures support healthy conflict. Over the 15 or so years that I’ve been helping teams do great work, I’ve identified systems that will turn good intentions into results.
Read MoreDid you know that there is a kind of nuclear reactor that actually produces more fuel than it uses? It’s called a breeder reactor. Conflict on your team can be like a breeder reactor for trust; you need a solid foundation of trust for healthy, productive conflict AND healthy, productive conflict produces more trust. That’s because every time you settle differences respectfully, people grow to trust that you care about them individually, and you both care about what’s best for the organization.
Read MoreThere’s a really good chance that you and the other members of your leadership team are not having nearly enough conflict. I get it—the harmony that comes from no one stepping on anyone’s toes feels nice: everyone likes one another, you have fun together, things are running smoothly. And, you probably aren’t nearly as good as you could be as a company. There are tough decisions being made without all the relevant information. There are people who are not feeling (or being) heard. There are people who aren’t bought in on some key decisions.
Read MoreLet me tell you some bad news, and it’s something you probably already know: working with a partner can be complicated. Christopher Law is a Ph.D. candidate at Kenan-Flagler, researching the impact of the cofounder dynamic on the company’s culture. His research is far from complete, but Law and I recently spoke about what he’s learning from his conversations. As it turns out, the cofounder relationship is frequently boom or bust.
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