The ultimate sign of an engaged team? Being able to "Disagree and Commit"

Embarking on executive decisions and goal-setting processes with the team often appears as an arduous task for many team leaders, sometimes reduced to a mere checkbox exercise. However, embracing disagreement, conflict, and collaborative brainstorming is not only energy-intensive but also an essential ingredient for cultivating a truly engaged team.

While company-wide emails and executive calls may convey organizational goals, the missing link lies in the individual's connection to the bigger picture. Much like how we linger a bit longer on a holiday photo when we spot ourselves, employees crave a personal connection to company objectives.

Initiating discussions and sharing overarching goals is a commendable start, but the real magic happens when individuals can discern their role in achieving those goals. People leaders must create an environment where team members feel empowered to contribute ideas without fear. Disagreement should be embraced as a catalyst for innovation.

Gathering ideas, fostering open discussions, and appreciating diverse perspectives are key steps in this process. True value emerges when team members feel genuinely heard, knowing their input is considered. A leader's role is not to shy away from disagreement but to harness it, encouraging a healthy exchange of ideas.

By creating a strong team identity, people leaders can shift the focus from individual agendas to what serves the collective best. While decision-making isn't a democracy, ensuring team members feel understood and aware of the factors influencing decisions enables them to "Disagree and Commit." This is the essence of a cohesive team – individuals who, despite differing views, unite towards a shared and greater goal.

In essence, fostering an environment where disagreement is seen as an opportunity for growth leads to a team that doesn't just work together but collaboratively commits to a collective vision.

Consiglia Sorge

Coaching & Training