One of the most common dysfunctions on a leadership team occurs when the team leader believes they must achieve consensus for all decisions. Great teams make timely decisions around direction and priorities and move forward with complete buy-in from every member of the team, avoiding the desire for consensus.
How do you create buy-in for a decision without consensus? You learn and embrace what it means to “disagree and commit”.
Here’s how it works. You need to make the distinction between “Agreement” and “Commitment.” You can feign agreement with artificial smiles, vacant stares (what I call the silent veto), or even outright political phoniness (advocating publicly it’s a great idea while privately despising it).
With commitment, you are all-in and will support the decision to the point where you will champion it even if you initially disagreed. Your own team of direct reports will see you being supportive.
There are only 3 choices for team decision-making:
- Agreement without commitment is compliance or passive/aggressive behavior. This is a toxic.
- Agreement with commitment equals consensus – a wonderful result when you achieve it (which teams will do quite often).
- Disagree and commit when you can’t achieve consensus. It’s okay while discussing the decision to debate, question, challenge or disagree. This is healthy because adults need to “weigh-in” to “buy-in”. This option allows for passionate debate but requires, at the end of the day, all team members to be supportive and aligned.
By establishing this practice, you’ll make a huge difference in achieving your goals and will create healthy alignment for the teams you lead.