Disagreement is inevitable, but disrespect is unacceptable. –John Maxwell

Years ago, Charles Swindol told the story of meeting a man who served on one of Walt Disney’s first advisory boards. He said he was told how difficult those early days were, but this remarkable and creative visionary refused to give up.

He recounted how Disney responded to the disagreement. He said that Disney occasionally presents an incredible, expansive dream that he entertains. Almost without exception, his board members gulped, blinked, and stared at him in disbelief, resisting even the idea of ​​such a thing.

But Disney generally didn’t pursue this idea unless every member resisted it. The challenge wasn’t big enough to merit their time and creative energy, unless they unanimously agreed.

I believe in many ways that Disney was not only a pioneer in entertainment but in many ways what healthy disagreement can look like from a leadership and management perspective.

It would be safe to say that many frown on disagreements and do not speak out for fear of being labeled troublemakers. Rather than expressing disagreement, many choose to simply agree and agree for a facade of unity.

When this happens – whether intentionally or by default – creative thinking is sidelined, big ideas are silenced, and morale is compromised. But it doesn’t have to be that way.

General George S. Patton said: “When everyone thinks the same way, then someone is not thinking. » And this is precisely why we must learn the art of respectful disagreement and return it to its rightful place.

Certainly, we live in a divisive global culture. Our recent elections here in the United States demonstrated this. And while disagreement is normal, division is a choice. In practical leadership terms, what should this look like? Here are some tips to consider.

A welcome disagreement

As a leader, the best way to handle disagreements in your company culture is to welcome them. Not to make your employees think of ways to be disagreeable for no legitimate reason, but to demonstrate that respectful disagreement is healthy for the organization.

You want all points of view to be represented and for people to know that you are a leader who listens and seeks out the best options. If people in your organization are afraid to speak out, it’s likely a leadership issue affecting you. Your job is to set the table and hear everyone.

Remove barriers and misconceptions

How sad it is that in some organizations people don’t speak out for fear of retaliation, of not being seen as a team player, or of being seen as obstructionist, etc. These are all legitimate fears or concerns that many have. As a leader, you must address these fears and misconceptions and create an environment in which a diversity of opinions – even those different from your own – are heard and, where possible, acted upon.

When you remove barriers to open and honest communication, you also establish new levels of trust with your team. In turn, morale is lifted and more people have buy-in and a sense of belonging and purpose. But that can’t happen if you’re an insecure leader who doesn’t appreciate feedback.

Respect for all

Gandhi said: “Honest disagreement is often a good sign of progress. » Even if progress is the goal, it should not come at the expense of disrespecting those with divergent views. Even after all divergent views have been aired, disagreements may persist over the path forward. But respect must always prevail.

Healthy disagreement indicates that people are invested, engaged, and care about the issue. This alone deserves respect. Your job as a leader is to honor this and ensure that others on your team do the same, even if they disagree.

Doug Dickerson writes and speaks about leadership, personal growth and employee engagement. Learn more about www.dougdickerson.net/. Email him at [email protected].