Not inevitable

Sometimes it’s inevitable. Sometimes. That they’ll be a deep and let’s say heated disagreement about this or that within the management team. For it to get heated, it’s extremely likely that the subject of the day is close to one person or the other, and that the person in question considers the thing to be explicitly part of their territory, and even more so, is something that helps to define their place in the organisation.

That’s a long winded way of saying their ego is involved. And for the other person, they don’t know or care.

Let’s not talk about the merits.

Let’s talk about most of the sometimes … that are not inevitable.

If you let it build. If you don’t deal with it early and let it fester. If you keep pulling back on explicit feedback. If you fail to do your job.

Skippy strategy: Don’t let it fester.

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Teams