Why Leaders Need to Welcome Dissent in Teams
Sonali Dsilva
Certified Inclusive Leadership facilitator | ICF Level 1 Leadership Coach | Psychological Safety trainer | DEI Advisor
When I began my career, the ‘yes man’ (or woman) stereotype of an ideal employee was well and truly alive. A culture of head-nodding and toeing the line was looked upon as a cohesive and well-functioning one. Conversely, disagreements were quickly labelled as conflicts and the focus would shift on how to get back to being agreeable, smiling and cooperative.
Agreement is not always a measure of an effective team, it could be an indicator of complacency or fear.
Needless to say, anyone disagreeing with the general trend of decision-making risked falling out of favour, being seen as ‘difficult’ or someone who just wasn’t a great team player. Let me mention that some of that conflict was destructive and not much good would come of it. That is not the nature of dissent leaders want to encourage or endorse. Respect is a key word when aiming for constructive conflict and agitating team thinking.
Since then, I have taught in my leadership workshops that not all conflict is bad, and we do need a level of disagreement and diverse opinions to keep things alive and interesting.
I am proposing the idea of facilitated dissent to leaders. Which means you can engineer dissent as an accepted way to think differently.?
Here are some key benefits of this strategy:
Consider these five practical ways to support facilitated dissent, lower resistance to being wrong, and allow for respectful disagreements to bring out the best in your team.
#1 Ask for objections and disagreements
When leaders often hear themselves being agreed with, it can come across as a validation of how their decisions or ideas are right every time. This can create an echo chamber and dissent gets lost amongst nodding heads. The team is meant to play its part, and agreeing is not their prime job. Instead, leaders would do well to ask outrightly in what ways the team might disagree with the direction or a decision being taken? In fact, no important decision must be finalised if there are zero objections or questions from the team. Disrupting the echo chamber can grow a great deal of confidence, resilience and maturity in a team’s functioning. When diverse opinions are welcomed and not silenced, inclusive team cultures flourish.
Tip: Ask open-ended questions. It’s more useful to ask ‘what are some risks or objections to this decision?’?, instead of ‘does anyone disagree with this decision?’?
Leaders cultivate an inclusive culture by allowing diverse voices to be heard not drowned out in nodding.
#2 Listen first, speak last
Often when leaders speak first, they also set the tone and create a filter that can unwittingly suppress any dissent. Not many people want to will-fully stand in the way of their leader’s thinking and ideas. In fact, a team can defer to a leader’s point of view and rationalise their agreement to it. Not much innovation will come forth when a path has been shown that all must now walk on or risk getting spotlighted. It takes a devil’s advocate to contradict popular thinking. Instead, leaders can inspire a team to speak freely. Two goals can be met at once through this strategy, first, a leader can prevent influencing others through their experiences, and second, the team feels free to share their original thoughts.
Tip: You can be upfront that you will go last and are more keen to hear what the team thinks. After a few times, people will learn to take initiative and speak up.
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Speaking last shows leadership maturity, restraint and a quiet confidence that those you are nurturing can rise to the occasion.
#3 Listen deeply, contradict slowly
Long back I learned the lesson of speaking to respond, not to react. It’s a hard one to learn and practice consistently. We all want to be proven right in some ways and it does feel personal when we aren’t agreed with. For those not used to humility, it can feel even worse when a leader has to publicly conceded that someone else’s idea was better than theirs. Leaders can stop themselves from tripping over this one by listening with the intent to understand and truly see the other person’s point of view. This intention can slow down snap judgements and help leaders to genuinely focus on the other person’s ideas. When you try and understand another, you ask meaningful questions and help create a safe team environment.
Tip: Lean forward and show interest. Make eye contact and focus on the words and expressions of the other person. This helps slow down your instant reactions.
When you occupy your attention with deep listening, there is no room left for judgement.
#4 Accept limitations and biases
Long gone are the days when a leader was the chief problem-solver. Know-it-alls are not just off-putting, but not as effective or inclusive people. Assuming expertise hinders self-awareness and team participation. In fact, accepting one’s limitations and biases as a leader helps invite and act on candid feedback. This also provides a good reason for listening to disagreeing voices but not taking them personally or adversely. Not knowing everything paves the way for humility, listening and genuine curiosity for leaders. When objections and disagreements are managed well, everyone leaves the room just that little bit smarter than when they came in. Being smart together is more powerful than being smart alone.
Tip: To admit publicly that you don’t have all the answers is wise for leaders. Allow yourself to concede to the quality and fit of another person’s ideas and solutions.
Leaders don’t have to be the smartest in the room, teams are smarter together.
#5 Cool off and clear the air
Even facilitated dissent can cause some bruised egos and hurt feelings. Disagreements can feel more personal for some than others. Leaders can lead the way in ensuring that expectations are set honestly and openly on why agreeing profusely and high-fives are not hallmarks of good decision-making. In fact, chasing the best ideas and decisions is a far more fun exercise than spending time in treading with caution and holding oneself back. And once that is done, you connect back with each other and clear the air if needed. Share your point of view in disagreeing with someone and not leave them wondering about your intentions. Respectful disagreements need courage and candour, and can bring a team closer.
Tip: Assume offence can be caused despite the best intentions. Check in and grab a cup of coffee and conversation with someone you might have unwittingly hurt.
Dissent does not have to be unpleasant or contentious. It’s also not the same as unbridled conflict that’s low on listening and respect and high on proving oneself right. Facilitated dissent allows for disagreements with respect, humility, listening and inclusion. When a team can freely speak their minds, leaders and their teams take better decisions.Sonali D’silva?is a Certified Professional in Inclusive Leadership from Catalyst Inc. She is the Founder of Equality Consulting, a training and advisory service for raising diversity awareness, leading with inclusion, and creating psychological safety at work. Visit her website at?www.equalityconsulting.com.au?to know more about her work.
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