Last month, we touched on the best time to question a leader. The short version of the answer is: Question a leader as soon as the question arises (and as soon as the question can be voiced at a time and location that is supportive to all). If the purpose of the question is to gain perspective (or to share a different perspective), so the larger organization can ‘win’, then it becomes time sensitive and should be addressed as soon as possible to move the organization forward!
At Michael Rainey and Associates (MRA), we adhere to the core value (belief) of ‘worthiness’, and that belief is embodied by the phrase ‘great ideas have no rank.’ As a result of this belief, it is our expectation to enter every conversation with the baseline assumption that there is always more that I cannot see than what I can see. As a result, diverse critical thought helps us gain a clearer, more holistic understanding of the environment, problem, or task at hand. Having a clearer understanding of the ‘problem to solve’ allows us to overcome challenges before, or as they arise, in a manner that gets us (and our clients) to where we all want to go faster!
The Practice of ‘No Silent Dissent’
In practice, this belief, and resulting expectations, produce the desired minute by minute, hour by hour, and day by day practice of ‘no silent dissent.’ We recommend that organizations expect each member to share what they can see, critically, if it is a dissenting view. If we as an organization accept the general definition that dissent refers to the expression or holding of opinions that differ from those previously, commonly, or officially held, then that differing opinion must be shared, so we can all broaden our understanding of ‘what we see.’ And it must be shared urgently. Immediately.
The Role of Questions and Dissent in Leadership
This practice also holds true for the leader on the receiving end of the questions! Questions allow leaders to share their perspective and further communicate ‘what they see’ in a manner that can deepen the understanding of the decision made, plan established, or action taken. By sharing both perspectives, especially in instances of dissent, we as an organization have the unique opportunity to come to consensus on what is in front of us, and to come to a decision on how to face it.
The key: When asking questions, answering them, and sharing dissent, DO NOT BE A JERK!
Guidelines for Giving Dissent
As stated last month, the main component to not being a jerk is intent. However, we acknowledge that intent might be difficult to discern without further explanation. MRA recommends accounting for the following when giving dissent:
Is the dissent:
- Sound in judgment?
- Pure in intention?
- Allowing dignity to remain intact?
To be sound in judgment, dissent should demonstrate wisdom concerning the matter at hand, be well considered, measured in its level of assertion, and be based on as thorough an understanding of the current situation and the potential outcomes given current circumstances, as possible. To be pure in intention, dissent must be shared openly, honestly, authentically, free from selfish intent or gain, and without any desire to deceive, manipulate, or ‘get your way.’ Finally, dissent must be shared in a manner that intentionally seeks to preserve the respect, honor, and worth of the one receiving the dissent.
If team members show the requisite care and concern for others in the organization, desire the organization to win, and share dissenting ideas in a manner that is sound, pure, and dignifying, then there is only one thing left to do! Bring it. Every time. NO SILENT DISSENT! So we all win!
If you’re interested in exploring how we can assist your organization, we invite you to reach out for a complimentary consultation. Let’s discuss how we can help you achieve your desired outcomes and move forward with confidence.
