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Leadership: The dangers of “yes-men”

Spock - Not a "yes-man"

One thing I have learned unequivocally over the course of my career is the importance of diversity in achieving success. Leaders should be skeptical of too much agreement and actively work to bring in people that complement rather than duplicate their own viewpoints, backgrounds and beliefs. This diversity leads to an organization that is better prepared to handle complex challenges and more likely to develop a diverse set of innovative solutions to challenges. Innovation cannot truly flourish when you are surrounded by “yes-men.”

Of course with this diversity also often comes differences of opinion with regard to decisions making and other aspects of organizational leadership. I have learned over time that in order to reap the benefits of a diverse workforce you must be able to work within your team and organization to ensure that the inevitable conflicts are resolved in a manner that lends itself to the ability to achieve success as an organization.

This can often mean working within your organization and teams to develop the capability to handle this type of tension. The ability to develop others and to mentor and improve those in a manner that enables them to provide better leadership to their own teams and peers is a core building block of developing a high performing organization. It is also a key component of team building as a whole. The ability to develop others and the openness to enable others to facilitate your own development is a core component enabling the team as a whole to accomplish its objectives.

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Profile Photo Scott Kearby

A couple of my favorite quotes on this topic ...

“If everyone is thinking alike, then somebody isn’t thinking.” General George S. Patton, Jr.(1885-1945) US Army

“If you have a yes-man working for you, one of you is redundant.” Barry Rand, Xerox Corporation