Five Temptations of a CEO – IV : The Fourth Temptation

Can’t even say that am back to doing what I enjoy....writing....till I become more regular in my endeavours !

The 4^th Temptation of CEO

The CEOs who resist the temptation to protect their status of being popular with their direct reports and to make correct decisions sometimes fail because they do not feel comfortable with decisions they make. Why not ? Because they give in to the next temptation : The desire for harmony.

Self Analysis

Some questions that will help identify your susceptibility to this temptation. ‘Choosing harmony over productive conflict’...the rule of status quo !!

1.     Do you prefer your meetings to be pleasant and enjoyable ?

2.   Are your meeting often boring ?

3.   Do you get uncomfortable at meetings if your direct reports argue ?

4.   Do you often make peace or try to reconcile direct reports who are at odds with one another ?

Most people, including CEOs, have been raised with a philosophy that it is better for people to agree and get along than disagree and have a conflict amongst themselves. Harmony at times restricts ‘productive ideological conflict’, the passionate interchange of opinions around an issue.

This becomes evident when executives bemoan the number of meetings that take up time that is needed for ‘real work’....a sign that those meetings are not productive as they should be. But don’t be deceived. Pleasant meetings or boring ones are indications that there is not proper level of overt, constructive, ideological conflict taking place.

Every meeting has a conflict. CEOs often squelch any potential for passion by making peace....sending a wrong message that pleasant, agreeable meetings are preferred by the CEO. After few pleasant meetings, boredom sets in & executives start lamenting the real work that they could be doing.

Productive meetings should be exhausting inasmuch as they are passionate, critical discussions. Without this kind of conflict, decisions are often suboptimal. All related information, perspective & knowledge ought to be out on the table. Not every person’s perspective and opinion can be agreed with, but they can be considered. The best decisions are made when all available knowledge is considered; the chances of optimal decisions are greater – including the likelihood in those decisions, which is just as important.

Simple Advice for the CEOs

One should encourage direct reports to air their ideological differences, and with passion. Guard against personal attacks but not to the point of stifling important interchanges of ideas. Tumultuous meetings are often signs of progress ensuring issues are not swept under the carpet. One thing to remember, tolerate discord !!