Rewarding Disagreement

Disagreement helps leaders to clarify their thinking and challenges them to examine the assumptions underlying their opinions, conclusions, and decisions. 

Without those around them willing to state their honest views when they disagree, leaders operate in a vacuum of false consensus that robs them of the counterarguments and perspectives needed for making quality decisions. 

Good leaders encourage those around them to disagree, candidly offering an opposing view whenever they have one. They explicitly tell colleagues they want their disagreement, and they do their best to embolden them by tempering their reactions to any opposing viewpoints. Asking them to expound on their thinking before debating the merits demonstrates the leader’s desire to consider all views. 

Great leaders go one step further. 

They intentionally reward people who disagree, thereby promoting a climate of open and honest debate. While asking for and even seeking disagreement encourages team members to step up and offer a contrary view when they have one, the real reward occurs when leaders incorporate the counterarguments into their thinking. 

Telling team members that what they have said and the points they offered have made an impact on how the leader now views the issue is the highest prize. 

Leaders who let team members know that because of their disagreement, they have changed their opinions, reconsidered their views, shifted their perspective, or altered their decision showcase the inherent value of a contrary view.  

When team members are shown that their contributions have positively influenced the leader, they begin to see honest disagreement in a different light. Learning that they can have an impact on both the process and outcome, team members who openly disagree experience the value they provide by being candid. 

Great leaders light a perpetual fire when they go out of their way to describe this kind of influence. Not surprisingly, such a reward promotes more disagreement and candidness. To the delight of an exceptional leader, once team members are rewarded for disagreeing, they rarely stop. 

Just as agreement is the foundation of consensus, disagreement is the cornerstone of quality decision-making. Without it, leaders are defenseless against their own opinions.