Choosing harmony over productive conflict

Following swiftly on with the fourth temptation of a CEO when leading a team is similarly driven from the ego’s desire for approval. there are numerous parallels across our lives where it is easier not to address something than it is to address an issue. People often complain to me that they wish their meetings were not just “talking shops” . They wonder why people seem to get bored and just nod their heads waiting for “their turn” to report back on their department issues. It is tempting for the CEO to “facilitate” conversations to maintain “peace in the boardroom”. unfortunately this also means that real issues are pushed under the carpet until a major event occurs! The role of productive conflict cannot be overemphasised in the production of a high performance team, but in order for that to happen their has to be a trusting relationship established between the “players” such that it is safe to explore, challenge and debate any issue without feeling exposed or in danger of personal retaliation!!. Those teams who create that safe environment and conduct powerful challenge and debate of the issues as they arise, are best placed to leave those meetings with all members feeling they have been listened too, and more importantly, all members able to agree a common communicable position – all the ramifications having been debated!
Some questions to ponder then: Do you prefer to keep your meetings quiet, safe and pleasant?
Does the business or you set your agenda?
Do you become uncomfortable when your reports argue in your meetings?
Do you consider how much your direct reports trust each other?
If the leadership team is not effectively challenging the issues of the day – how can the rest of the business respect the output of the board?