At The Fedcap Group, we are committed to finding precise interventions that will alter the status quo and create lasting and sustainable change in the lives of those we serve.
Our growth—and our success—depends on our staff coming to work each day with this innovator’s way of thinking. As a leader, I know that a big part of my job—and that of all of our leaders—is to create the conditions that allow for the open flow of ideas—good, bad, or impossible.
To create these conditions, as leaders, we must be intentional about establishing a common understanding that we can—and will—make mistakes, engage in generative dialogue, and appreciate the essential role that conflict plays in arriving at breakthrough solutions. The root of the word “conflict” is “striking together.” It is only by pushing each other to think beyond our immediate understanding and by challenging each other to see things we haven’t thought of that we will find not just good solutions, but the right solutions.
Many people do what they can to avoid conflict. Instead of challenging their peers or their superiors, they say yes or they stay quiet, hoping to stay “under the radar.” Part of the reason for our success is that we encourage our staff—no matter what the level—to speak up with their insights and ideas. I never want staff to agree with me if they see something I haven’t seen. I want to be challenged, I want us to challenge each other, because I want to get it right.
This environment requires that we have built a solid foundation of trust. If we don’t trust each other, and if we don’t engage in challenging conversations, we simply will not innovate. It is my job to ensure the conditions are right for truly striking together to ignite powerful solutions to society’s toughest problems.
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