People disagree with their leaders. Thank you for coming to my TED Talk.
When decisions must be made, good leaders determine what to do based on each individual case, weighing the opinions of others as appropriate, considering precedent if necessary, proceeding confidently into each new area. Good leaders make decisions because decision making is part of the work. They do not shy away from this duty even if they understand a decision may cause dissent.
With that in mind, here is the great leadership insight for today. Get ready. It is profound and powerful.
Are you sitting down as you read? We do not want anyone falling to the floor passing out from the sheer brilliance of what is about to come.
Here it is:
People disagree with their leaders.
Thank you for coming to my TED Talk.
Still here? Okay, a few more words, then, on this topic of disagreement and dissent.
Leaders who are just passable in their roles make determinations. Leaders who are simply proficient make decisions. Leaders who are solid and visionary lead their institutions where they may or may not want to go.
Leaders of all skill levels decide directions, accelerate agendas, pursue paths.
No matter the course chosen, there will be those led who disagree. Sometimes, they will disagree quietly. Often, they will dissent vocally.
How a leader responds to dissent defines leadership.
Be wary of leaders (perhaps of yourself as leader) if the goal of decision making is to not offend. Likewise, be aware of leaders (again, this could be you) who make decisions relishing the idea that choices will offend. Look to follow leaders who 1) understand that their decisions may cause waves, and yet they make them anyway and, 2) investigate the waves their decision-making has caused.
Leaders who cannot stand scrutiny of their decisions are not strong leaders. They are leaders who want to be praised for their wisdom without having offered those they lead rationale for that praise. Leaders who will not listen to opposing views are hamstrung in their leadership. They may be respected, they may even be feared, but they will not be truly followed.
Leaders who allow for disagreement, who engage those who disagree and who attempt to anticipate the tension decisions might cause and determine why decisions create friction are comfortable in the role. These leaders know that they cannot make everyone happy and they do not try. Rather they are aware of when their decisions create tension and they consider that tension. They work to understand it. And they do not do this alone.
Weak, arrogant leaders feel offended when you disagree with them. Strong, humble leaders explore dissent.
Giving voice to dissenting opinions is not a sign of weak leadership; it is a sign of great strength.
I want to follow a leader who is strong enough to allow me to disagree with her, confident enough to engage me on my disagreement and wise enough to explain to me when I am wrong. I want to follow a leader who knows my dissent can be a good thing. I want to follow a leader who encourages dissenting opinions.