Can C-Suite Tension Be a Good Thing?

Many best-selling books on corporate leadership emphasize the importance of alignment in the C-suite. Ideally, the CEO, COO, CFO and all the divisional leaders will share the same values and goals so they can drive the organization in the right direction.  In theory, total alignment is a good thing. But in practice it may be better to retain some tension in the C-suite.

To understand why, let’s first look at the two extremes. On the one hand is an organization whose leaders are constantly in conflict with each other. That creates chaos and instability on every level. Managers and workers choose sides, and the organization can dissolve into competing camps. With so much energy expended internally, there’s little left to focus on the customer and the competition.

However, the alternative—a fully aligned organization—has its own disadvantages. There is stability in the C-suite, and the leaders understand almost instinctively what’s expected of them. But what happens if there’s a sudden change in the market or a disruptive technology arrives? How do you reverse direction to avoid running off the cliff, like a pack of lemmings?

That’s why some tension in the C-suite makes sense. It’s not bad to have a few corporate leaders who are out of synch with the rest of the pack. They can challenge the leadership group’s collective wisdom and spark a healthy debate over strategic issues. That process can lead to a stronger consensus about the best course, and a clearer picture of the challenges and opportunities along the path.

If disharmony can result in conflict, then complete harmony can lead to stasis. Therefore, a healthy organization learns to tolerate disagreement in the C-suite in order to chart the best course for the future.

Pearson Partners International helps clients build world-class management teams. Contact us today

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