When we ask “What’s the end game?” we’re questioning the rationale that’s fueling organizational conflict. Let’s discuss.
A Valid Question
Recently, I participated in what turned out to be a lengthy and emotional meeting.
People expressed concerns about leadership, as well as about the direction of the organization.
I was asked to hear their concerns; I did so.
During the conversation, someone asked “What’s the end game?”
Out of frustration, this individual wanted to know where this discussion was taking us.
In short, there were lots of concerns, but where’s the solution? What’s the way forward? As such, it’s a valid question.
Sharing From The Heart
Unfortunately, I had already heard most of what was shared in that meeting. For months and months!
Actually, prior to the meeting, I was engaged in conversations to address what I saw as a rapidly deteriorating situation.
Truly, what people shared in the meeting wasn’t idol gossip or hearsay. Instead, they shared very personal and traumatic encounters they had with the leader.
Was the meeting unpleasant? Yes. Was it necessary? Again, in my opinion, Yes.
But, why was it necessary? Because the organization needs a way forward. We need to identify the end game that brings us to reconciliation.
The End Game For Me
In my opinion, the organization provides an essential service. It has existed for over 100 years, thus its impact is long-running.
Therefore, the end game for me is reconciliation in order to preserve the unity and continued impact of the organization.
Conversely, we cannot continue in a downward spiral that’s destroying trust, pushing away members, and offending many others.
My goal is preservation of the organization.
To do so, I’ve requested outside assistance because our internal conversations are producing pushback, stubbornness, and deeply-entrenched positions.
The Precept
Solomon warns that our plans quickly go sideways if we’re doing them by ourself.
Thus, according to Proverbs 15.22, It’s good to get opinions from multiple, wise counselors (“…multitude of counselors…”).
But, what’s the catch here?
The leader with all these grand strategies must be willing to listen!
There is simply no room for arrogance and my-way-or-else thinking! A leader who is defensive and argumentative is inviting some serious pushback.
Apply This Today!
A little humility goes a long way. In fact, according to Proverbs 15.33, humility is the prerequisite to having influence. Leaders who are too self-consumed to hear the needs of those around them will quickly lose credibility.
“We’ve always done it this way” isn’t a valid argument because it doesn’t make for a flourishing and responsive organization. However, it’s equally as destructive for the leader to operate unilaterally by ignoring essential processes and by pushing out anyone who has a voice that’s different from that of the leader.
Organizations don’t exist for the leader. Likewise, they don’t exist for the members. Actually, what’s most critical is fulfillment of the organization’s mission. Thus, in the face of intense conflict, members must not lose sight of their WHY as a group.
How do we maintain a healthy, sustainable pace of change in an organization? Well, two essential elements are mutual trust and a shared vision among all members of the group. Then, there must be sound operating processes in place and respected, if change and growth are to happen.
I’m Dale Young. My posts share the balanced life to build wise character and guide wise behavior.
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