NON -CONFRONTATIONAL LEADERS TIPS FOR MANAGING

Great Leaders Value Healthy Tension

NON -CONFRONTATIONAL LEADERS TIPS FOR MANAGING

Great leaders are less hesitant to ask for feedback from key stakeholders because they recognize the value in healthy tension. They are also able to differentiate between healthy tension and conflict between team members. These leaders are mature and secure in leading and have the best interest of the organization in mind, therefore advocating for opposing viewpoints.
 
As a young leader, I didn’t recognize the difference between healthy tension and conflict. For many years, I didn’t identify as being non-confrontational because I am an aggressive and deliberate person that recharges in a team environment. In uncomfortable situations, I wouldn’t seek to understand why others had opposing viewpoints and instead would put up a wall.

Today I understand, myself as being an extraverted- non-confrontational leader. I am now clear
that healthy tension is good, because it can solve bigger problems and promote growth. I seek to get a clear understanding of the position of an opposing viewpoint. If I determine that emotional immaturity is the issue, I choose another path in resolving a conflict. To be clear, when someone else has as an opposing viewpoint and I know they have the best interest of the organization in mind, I become an advocate even if I’m not in total agreement of their opinion.

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How to Determine a Leadership Problem to Solve or a Tension to Manage

1. Is the conflict a recurring issue? Is a conflict with a person coming up repeatedly as a result of them having to be right? Or, do they have the best interest of the organization in mind and see the blind spots as a result of their experience?

2. Are there mature advocates on both sides? Seek to understand as a leader and make it a goal to maximize each viewpoint and minimize the downside. What are the motives of each side? Ultimately, will the organization thrive as a result?

3. Are the two sides really interdependent? Are the stakeholders in their own lane? Is there tension as a result of someone getting involved when it was none of their business?  
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I hope that you will consider these ideas especially if you’re a non-confrontational leader. Managing healthy tension can help your organization thrive. Great leaders have the ability to differentiate between conflict and healthy tension.

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