There is a fight for influence over your decision-making process amongst your internal teams. This is how to curate a healthy fight, and harvest its benefits for your company.
There are competitors amongst those on your team who fight for influence over your decision-making. The battle can be overt, passive-aggressive, or quite subtle. It can be unhealthy. If curated well, it can be very healthy to your stewardship of the company.
There will be several camps. In one, there is a strong preference for creating routine rhythms to the decision-making in the company, with a routine cadence, common language, and well-defined metrics. In another, the preference is for the sort of irregularity where creative, innovation, and risk mitigation flourishes. One wants patterns to work within. The other prefers no patterns at all. They are both necessary and essential to the organization.
The friction between these camps should be carefully curated to ensure each contributes well to the overall decision-making prowess of the company. Doing so leads to improved argumentation, better options analysis, stronger playbooks, the development of more diverse decision arcs, the ability to find the lines that blur between emotion and logic, and perhaps most importantly, the ability to evaluate how individual contributors think, react, and perceive.
For the CEO, key components for curating this friction include
___________________________________
Socials:
X: https://x.com/MailanderPod
Instagram: https://www.instagram.com/chris_mailander_podcast/
https://www.podcast.chrismailander.com/
___________________________________
Original Music by Billy Goodrum
