Do You Have a Healthy Conflict?

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The higher up you go in the food chain, the less consistency there is in handling difficult or uncomfortable situations. I would not have believed it before i started doing this work, that that was case. And absolutely, dave, absolut it should be the opposite - right? Like ati people should, if they get to a certain level, they should have learned by this point that they need to confront that they need t av healthy conflict. It's like the exact opposite. You're farther removed from the impact of it, and they feel like, well, it doesn't really matter if i do. And it matters more yet.

Patrick Lencioni: The Motive Pat is one of the founders of The Table Group and is the pioneer of the organizational health movement. He is the author of 11 books, which have sold over 6 million copies and been translated into more than 30 languages. As President of the Table Group, Pat spends his time speaking and writing about leadership, teamwork, and organizational health and consulting with executives and their teams. He is the author of The Motive: Why So Many Leaders Abdicate Their Most Important Responsibilities*. In this conversation, Pat and I discuss the distinction between reward-centered leaders and service-orientated leaders. We explore the five omissions that reward-centered leaders tend to make and how to avoid these omissions. Plus, Pat introduces his Working Genius model. Key Points When leaders are motivated by personal reward, they will avoid the unpleasant situations and activities that leadership requires. -Patrick Lencioni 5 Omissions of Reward-Centered Leaders: Developing the leadership team Managing subordinates (and making them manage theirs) Having difficult or uncomfortable conversations Running great team meetings Communicating constantly and repetitively to employees Many of the reward-focused CEOs I’ve known will attempt to justify their abdication of managing their people by saying, ‘I hire experienced executives and I trust them. They shouldn’t need me to manage them.’ Of course, this is inane. Managing someone is not a punitive activity, nor a sign of distrust. -Patrick Lencioni Resources Mentioned The Motive: Why So Many Leaders Abdicate Their Most Important Responsibilities* by Patrick Lencioni Working Genius assessment (use code COACHING for 50% off) Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Create an Unstoppable Culture, with Ginger Hardage (episode 350) How to Lead Meetings That Get Results, with Mamie Kanfer Stewart (episode 358) Three Stories to Tell During Uncertainty, with David Hutchens (episode 486) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.