Ok, I’m going to say something radical: I don’t think consensus-building is all that it’s cracked up to be.
Yes, it’s good to have team players, blah, blah, blah.
But every organization needs its contrarians. We need people who challenge the status quo and—every once in a while—don’t mind being the skunk at the picnic. Because these are the people who often push us to improve. Contrarians:
- Don’t shy away from the elephant in the room
- Are willing to disagree with leadership
- Act as a reality check for pie-in-sky ideas
- Won’t go along to get along
- Consider other options.
Of course, no one should seek constant conflict and disagreements; no one should refuse to compromise as a matter of course. These are exhausting and counterproductive habits, and certainly not what I’m suggesting. But I am suggesting a few ruffled feathers are a good thing, now and again …
Years ago, I knew of one nonprofit where the CEO took out a large bank loan to cover operating costs. Clearly, this was an organization in crisis. At the next board meeting, not a single board member wanted to discuss finances. Perhaps some didn’t understand the dire situation. But I’m guessing there were others who didn’t want to stir up conflict, or didn’t want to be pushed to take on greater fiduciary responsibility. Either way, this board could have used a contrarian.
If everyone on your team is working overtime to be agreeable, then your organization may never face its real obstacles or live up to its potential. By all means, build a positive organization, encourage respect and good team dynamics, but also consider these tips:
- Don’t be lulled into a false sense of success if all you hear are positives. Ask: What are we missing? What should we stop doing? What new initiatives should we undertake?
- Don’t dismiss all contrarians as unnecessarily disruptive. Sometimes these people are the most passionately committed to your success.
- Remember that true entrepreneurs are never happy. They are contrarians! They don’t accept the status quo. They always want to grow, change, and improve.
- Encourage enterprising contrarians on your team to prioritize professional development. That way, their ideas and suggestions will be grounded in leading practices.
- Give contrarians an appropriate outlet. Solicit their input before meetings so some issues can be identified and addressed in advance, and you can come to the meeting prepared to discuss things that might be “out of the box”, needing more data or context.
If your staff meetings and board meetings are nothing more than love fests, you may not be seeing the full picture. It may be time to get outside perspective or cultivate some contrarians!
