By Mike Friesen

Discovery is an amazing part of the leadership journey. The ability to discover is based on the skill of searching for and examining personal paradigms or mindsets. In the story by Hans Christian Andersen, The Emperor’s New Clothes, we read of a foolish ruler who eventually parades naked through his kingdom. The reader is relieved when an honest child tells the truth about the emperor’s supposed new clothes. The lesson of this children’s story can be applied to the organizational environment.

It is natural to like our own ideas best. Most of us do. The mistake comes, though, when a positional leader likes the idea so well that he equates disagreement with an idea to personal disrespect. This is a danger that all would-be leaders must guard against to allow the free flow of ideas from those who care about an organization. Disagreement is not the same as disrespect. These are two distinctly different concepts. Certainly, it is possible to disagree and do so with disrespect. Such behavior might include insults, demeaning language, excessive disgust, biting sarcasm, etc.

It is possible to disagree and be respectful at the same time. For instance, when I had a Commander demand I make an illegal purchase of bottled water, I kindly yet firmly declined. This order was repeated over a period of weeks. I continued to politely say "No sir and here is why not." I searched for common ground and suggested other alternatives all to no avail. This stressful period was only resolved with the Commander's retirement. You can imagine how frustrated the Colonel was with my disagreement at his directive.

Some positional leaders see disagreement much like the emperor in the Hans Christian Andersen story above. If someone disagrees with an approach, it is personal and completely out of line. This can lead to what is known as a boss surrounding himself with "yes-men." Gen George Marshall was once quoted as saying, "If you and I agree all the time, one of us is redundant." Well said. It is the responsibility of leaders at all levels to humbly explore input and intent of others. The organization will be much better for it. 

When I raised my right hand to join the military, I affirmed allegiance to the Constitution of the United States. While part of this commitment was to the superior officers over me, the ultimate loyalty was to the ideals upon which America was founded. This in turn meant that if I was to be an officer of integrity, I had to give input even when I knew it was in direct conflict with the opinion of my superior. You can be sure I gave it in a respectful manner, as there can be severe consequences to an insubordinate military member.

As members of the business community, we must be loyal to the ultimate purpose of our respective organizations. This will cause conflict at times but this disagreement need not be divisive. The charter of an effective leader is to be both honest and do so with respect ... all the time.

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Copyright © 2007 Mike Friesen. All rights reserved.