Do you get frustrated when someone throws roadblocks in the way of progress? I certainly do. I get really, really angry when someone on the staff derails progress, focusing on why a plan will fail instead of figuring out how to make it succeed. There is always someone who starts with no, focusing on every regulation, doctrinal imperative, and potential friction point to prevent action. But what’s the true source of this frustration? Is it truly about the organization, or does it become personal when someone challenges your work? Effective leaders realize that it isn’t about being right or wrong. Intelligent organizational leaders use diverse and divergent thinking to make projects stronger rather than letting their ego get in the way. Here are three quick thoughts on using divergent thinking to the team’s advantage – the change starts with you.
Empathy: In the context of conflict, empathy is your ability to appreciate someone else’s perspective. Rather than writing someone off as an obstacle, have the patience to think through their concerns without bias. A good perspective is that analyzing these arguments only strengthens your initiative.
Humility: I am a flawed leader – I often take conflict or disagreement personally. In the context of professional disagreement, humility reminds me that my initiatives and approach are always flawed. Facets of my plan will always be flawed, and divergent perspectives can be credible.
Compromise: Once a leader has considered divergent perspectives and applied critical analysis to their approach, they can pursue stronger initiatives and plans. Good leaders compromise, understanding that being right is less important than collaborative inclusion.
Organizational leadership is not about being right. Organizational leadership is about maximizing the diversity of a team through collaborative inclusion.
Check out more thoughts on improving your organizational leadership here