Tim Sweet

You can’t logic, time, or teamwork your way out of this one! Don’t waste your breath lobbying for strategic rationality if the root of a conflict feels emotional. If a CEO and CFO are entrenched for non-strategic reasons, no amount of boardroom whiteboarding will solve it. Conflict must be resolved if shared goals are to exist— and polite silence isn’t a win. I’d suggest you be very wary of thinking tensions will sort themselves out in time. UNSPOKEN TENSIONS RARELY GO UNFELT—and whole organizations can suffer. Also, think twice if you are tempted to intervene. Often, stepping in the middle of two warring colleagues still results in two black eyes… only now they’re yours.

Your growth should be your #1 executive priority. Promotion into an executive role is a significant milestone, but it’s only the beginning. How well you grow into it will determine your success. If your CEO doesn’t recognize that your development must lead to organizational development, watch out! The skills that got you here won’t get you there. As a manager, it was about delivering targets. Now, it’s about creating targets that inspire and drive the organization forward. Your new mandate is crafting ambitious cultures and achievable goals within a supportive ecosystem. Anyone who assumes executive leadership is just management on a larger scale is fooling themselves. To excel, you must be clear about where your growth comes first.

Be careful! Offering feedback when your manager can't absorb it is like over-fertilizing a lawn—you will burn the roots right off. If you are regularly disappointed, stop and consider that your manager may not be tuned to your wavelength, they can't receive what you are sending, and you’re just adding to the static. Just because you sent it does not mean it was received. Constructive feedback loops rely on compatibility to maintain much-needed trust and openness. Otherwise, people will resist suggestions due to fear, shame, or lack of belief. Failing to help them tune in can explain your sense of frustration, stagnation, and unresolved issues.

As a facilitator involved in high-stakes conversations, I meet with each participant beforehand. This one-on-one time helps me understand unique perspectives and motivations and build trust to allow real diversity. Safe spaces don't exclude conflict and even being offended. So, trusting me becomes a bridge to authentic discussions. To encourage everyone to challenge thinking without it being personal, we form a new social contract that lets people come as they are. This not only enriches a discussion but also drives creative outcomes and conflict resolution. Remember, despite leadership assurances, it’s often self-defence that preempts imposed inclusivity. Trust and individual willingness to show up as diverse comes first!

As a leader, people often put you on a pedestal. They might not question your judgment, assuming you know more due to your position. They may avoid criticizing you because of your authority or idolize you due to your stature, believing you to be more just, generous, logical, and noble than you are. While you may indeed be capable, this overestimation can shield you from valuable feedback. In the worst cases, it might lead you to buy into the hype, distorting your perception. To stay grounded, seeking unbiased feedback from external sources that you trust and will listen to is crucial.

Many businesses struggle because leaders get stuck as the company evolves. Keep your growth a step ahead of your organization. Stay Educated: If you invest in yourself first, you'll see the value of developing others. Get Feedback: Frequent, trusted, unbiased reviews of your progress keep you from feeling complacent. Now and Future Focus: You need data to see reality today and tomorrow. As you scale, replace assumptions and instincts with data. Flex Your Style: Build a team that compliments you so that you can bring your best every day. Seek the right help: Others who have succeeded did it once, look for those that have solved particular issues you have over and over.