I’ve both been rewarded for dissent from leadership throughout my career and had greater respect for and advocated more strongly for those willing to stick out their necks and disagree earnestly and productively when in leadership positions.
Dissent isn’t the same thing as sabotage. There’s healthy conflict and open disagreement which helps illuminate risks and gaps and uncover opportunities in productive ways and then there’s just stirring the pot or trying to tear things down without bringing alternative proposals to the conversation — being unwilling to contribute in positive ways if you don’t always get your way.
The latter kills the ability for the team to work well while the former is key to allowing colleagues bring insights and value to the team
I’ve both been rewarded for dissent from leadership throughout my career and had greater respect for and advocated more strongly for those willing to stick out their necks and disagree earnestly and productively when in leadership positions.
Dissent isn’t the same thing as sabotage. There’s healthy conflict and open disagreement which helps illuminate risks and gaps and uncover opportunities in productive ways and then there’s just stirring the pot or trying to tear things down without bringing alternative proposals to the conversation — being unwilling to contribute in positive ways if you don’t always get your way.
The latter kills the ability for the team to work well while the former is key to allowing colleagues bring insights and value to the team