Learning to Play the Villain

Every organization has their tricky issue – the board member who won’t leave the board, the otherwise high-performing staff member who is not so kind to others employees, the revenue that is on a downward trajectory, etc. Every organization I have ever worked with has their in-plain-sight secret, an issue that everyone tiptoes around and won’t grapple with openly. An issue that has them stuck, that they desperately want to go away, but that they fear facing more than they feel the impetus to address.

So much of my work is helping clients find constructive ways to say the impossible thing, and do you know what happens when they do? Relief. They don’t get tossed out of the meeting or have rocks thrown at them. 

Because even though no one had openly said it, almost always, everyone already knew it.

The people the client had been “protecting” by not dealing transparently with the issue – the team who might fear decreased revenue compromises their job security, the staff member who no one seems to get along with, the board member who is no longer engaging in helpful ways – are often the most relieved because they often knew or suspected the issues at play. Open discussion brings them out of their isolation on the issue.

Candor not only releases tension but when delivered thoughtfully, it also allows opportunity to codevelop solutions and move beyond the seemingly intractable issue. It is the first step to progress and rebuilding trust -- kind of a hero move.