How to handle conflict on your team

Larry is extremely energetic and instantly engaging. Immediately I was drawn by Larry’s passion and commitment for his business and his employees.

Proof Research’s mission is to provide a world-class process that exceeds customer’s expectations and to have the best products. Larry is committed to creating products that will change the market and the world.

Larry had a great deal of insight to offer in regards to best practices, but in particular I appreciated his comments about honoring differences of opinions amongst his management team members.

Larry shared, Heated conversations are great. I always give my opinion last. I want all those ideas on the table. People are comfortable with someone pointing out something in any area. It feels good to expose issues and talk about it instead of having it be the elephant in the room.

If you elevate and expose problems and go after fixing them, then molehills don’t become mountains. We debate everything thoroughly. We may even shelf discussions for a while and then come back to revisit them.

I always let my team know, I respect your decision but we’ve got to make a decision and then march, but I expect that when we leave this room that no one will undermine the decisions made. We have passionate debates. Sometimes I’ll create hybrid solution. I want to get people to own it at the end of the day. I let them know that nothing is cast in stone. I tell them, ‘Let’s run with this and completely commit to it and go full force at a hundred miles an hour and then revaluate. There’s no such thing as a perfect plan.”

Often leaders are uncertain as to handle conflict and differences of opinion and how to get their leaders engaged and on board.

Larry has created an open environment where conflict is perceived as a positive force and his management team has permission to talk about the elephant room and everyone’s voice is heard and considered. And because of that leaders are willing to rally behind the decision because everyone was heard.

In the book “5 Dysfunctions of a ,” Patrick Leoncione talks about the importance of being able engage in conflict and in heated debate, results in increased trust in team members and leaders.

Thank you Larry it truly was a privilege interviewing and your contribution towards our project has made a huge impact!

Want more info? For more information on this incredible project please go to researchforimpact.org. Also, if you know of a Montana-based CEO that you think we should interview please email me at leslie@researchforimpact.org

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