I made that statement in a previous blog post and it highlights a shortcoming that exists in many companies today, probably even yours.

For many, there is a natural inclination to want to get rid of tension. However, the right amount (and kind) of tension, is actually necessary for productivity in many cases. Take your thumb for instance. Yes…your thumb. When you pick something up, you press your thumb and at least one other finger against the item to pick it up.

With the right amount of tension you can pick it up. With the wrong amount of tension you either drop it, or crush it. The same principle applies in some mechanical operations as well. Tension serves the greater good. It works that way in conversations as well…at least it can.

A few weeks ago I wrote to you about the fact that sometimes you are dealing with a tension that needs to be managed and not a problem that needs to be solved. When that is the case, getting rid of the tension actually destroys the value that could be created if the tension was allowed to do its work.

There are three false beliefs that will lead you to the wrong conclusion and, therefore, down the wrong path.

DON’T FALL FOR THIS

1 “If I’m a good leader, there won’t be any tension.” Because we believe that tension is bad, we think that if we were a more effective leader we could get rid of it. Unfortunately, even the best leader can’t (and shouldn’t) get rid of all tension.

Tension is a natural part of human relationships because we are not all robots programmed to think alike. Think of what a boring world it would be if that was the case.

Additionally, because there are some tensions that are productive and add value, if you were to lead your team to get rid of the tension you would actually be a bad leader. You would be robbing your team of the best available outcome.

The key is to be able to recognize when you have a tension that needs to be managed. Recognizing this distinction and then managing the process for the maximum benefit is effective leadership. I’ll give some examples of what to look for next week.

2. “If I just had better people, there wouldn’t be any tension.” Don’t believe it. In his book, “The Five Dysfunctions of a Team” Patrick Lencioni talks about the incredible value of good, passionate, and open debate. Too many leadership teams are so interested in consensus, that they are unwilling to engage in a healthy and passionate exchange of ideas.

This means that the best ideas and best information often don’t even get on the table. That is a huge loss for everyone involved.

If you had better people you actually might have more tension, productive tension. Mature people, who know how to skillfully participate in open debate are a great asset to you. And you as their leader should encourage both sides to bring the full force of their argument.

Your job is to manage the tension and not allow it to become a conflict that is harmful to the team or the organization. If the tension becomes destructive, it is typically because of a personality and/or a leadership problem. In other words it is someone in the room who is the problem, not the issues on the table.

3. “If we could just find the right answer there wouldn’t be any tension.” The right answer, when you have a tension that needs to be managed, is not to stomp out the tension, but to find a way to maximize the upsides and minimize the downsides of both arguments.

In many cases, if you try hard enough, you probably can “solve the problem.” Unfortunately if you misread the situation and you come up with a solution, you will lose the net positive of what the tension has to offer.

Here is one helpful hint: once we name the tension it usually takes the edge off the conversation. Until people are fully aware that they have a tension that needs to be managed they will usually feel like it’s a conflict or problem that needs to be resolved. Once you name it everyone can turn their energies toward finding the right balance.

HANG IN THERE

This is something every leader faces. You are not alone in this battle to distinguish between constructive tension and harmful conflict. There are a number of businesses that have almost built-in tensions that need to be managed.

Next week I will give you some real-life examples of tensions that need to be managed and the positive value that gets created by not solving “the problem.”

Question: What is one situation you are dealing with right now that could be a tension that needs to be managed instead of a problem that needs to be solved?

GOOD IS THE ENEMY OF GREAT

The excitement on our team is building as we get closer and closer to the release of our new product, “7 Days to Becoming a Great Manager.”

For those of you who subscribe to this blog we will have some special, pre-sale pricing that we’ll be making available in the very near future. Be on the lookout for announcements and details which will be coming via this blog and my Facebook page.

Seize the day!