“How do you determine that?” I asked.
“Members respect each other and get along really well. I think it is because I seek consensus when making tough decisions.”
I had a chance to visit with some of the members of this manager’s team and got differing opinions.
“He calls a meeting,” said one member. “Two team members are pretty vocal. They offer opinions and most everyone else just goes along.”
Another member commented, “I did offer a different view at one meeting but no one responded. The conversation continued as if I had never said anything.”
Still another, “We are all very polite and friendly and we tend to go along with whatever the talkers want. But I don’t think the team is really committed.”
Managers who strive for consensus decisions often send signals that conflict is undesirable. But in reality, team members will have differing ideas about almost any issue.
Effective leaders understand that “disagreement” is the natural order of teams. They strive for passionate debates among members and then select the option that best serves the mission. If disagreeing members have a meaningful voice, they can still support the decision.