As smart as leaders think they are, they’re not perfect and need diverse perspectives to provide a broader range of options and ideas.
An article by McKinsey & Company provides practical and workable ways for leaders to introduce “contributory dissent” into their organisation. This is where “individuals and groups air their differences in a way that moves the discussion toward a positive outcome and doesn’t undermine the leadership or group cohesion. Organisations where healthy dissent exists have a “culture where constructive feedback is expected and where communication is forthright.”
How leaders can encourage contributory dissent
The aim is to “institutionalise the practice [of dissent] within an organisation and empower employees to share their ideas freely and productively.” Leaders should:
- Inspire not direct;
- Explicitly demand dissent, and;
- Actively engage with naysayers.
How leaders can establish psychological safety
There is a “strong correlation between leadership behaviours, collaborative culture and resistance to mental health problems and burnout.” Leaders should:
- Foster dynamic debate, playing gracefully with ideas, and;
- Choreograph debate so people know how best to play their part.
How individuals and teams can engage and dissent
Individuals and teams “must also have the right mindsets and skills.” Leaders should:
- Embrace the obligation to dissent;
- Make space or time to analyse different views, and;
- Agree to iterate or agree to disagree.
By creating an environment where contributory dissent is freely practiced, employee engagement is strengthened, hidden insights are unlocked, and help is provided to solve challenges. Encouraging contributory dissent is not necessarily easy for leaders, who often have fragile egos and a messiah complex. But the benefits are proven and rewarding.