Embracing Tension: A Path to Organizational Growth

Sermon Summary

In today's discussion, we explored the critical role of tension in organizational life and leadership. Tension is often misunderstood as a negative force, but it is, in fact, an essential component of growth and progress. Just as physical tension in exercise leads to strength, organizational tension, when managed well, can lead to innovation and success. The key is distinguishing between problems to solve and tensions to manage. Problems can be resolved and set aside, but tensions require ongoing attention and management. Leaders must help their teams understand this distinction and provide the language and framework to navigate these dynamics effectively.

Leadership styles play a significant role in how tensions are managed. Some leaders naturally embrace tension, while others may struggle with it. Recognizing one's tolerance for tension is crucial, as is understanding the tolerance levels of team members. This awareness helps in assigning roles and responsibilities that align with individuals' capacities to handle tension. Moreover, fostering an environment where open, unfiltered debate is encouraged allows team members to feel heard and valued, even if their suggestions are not ultimately implemented.

A mature leader understands that managing tension is not about eliminating it but about finding the right balance. This involves inviting diverse perspectives, ensuring all voices are heard, and making informed decisions that consider the impact on all stakeholders. It's also about acknowledging the weight of tension on downstream employees and taking steps to mitigate any undue burden. By doing so, leaders can create a culture of trust and collaboration, where team members are motivated to contribute their best efforts toward shared goals.

Key Takeaways

1. making. This approach helps team members feel valued and heard, even if their ideas are not implemented. [11:04]
4. Balancing Individual and Organizational Needs: Leaders must navigate the tension between individual department goals and the overall organizational mission. This requires a willingness to compromise and prioritize the greater good over personal preferences.

5. Considering Downstream Impact: Effective leaders are aware of the impact their decisions have on downstream employees. By involving those affected in the decision-making process and acknowledging their contributions, leaders can build trust and ensure a more harmonious work environment.

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Youtube Chapters

[00:00] - Welcome
[00:15] - Introduction to Factor Meals
[01:02] - Understanding Tension in Organizations
[02:21] - Problems to Solve vs. Tensions to Manage
[03:41] - Leadership Styles and Tension Management
[05:32] - Recognizing Personal Tolerance for Tension
[07:23] - Assigning Roles Based on Tolerance Levels
[08:40] - Managing Conflict-Averse Team Members
[10:11] - Encouraging Open Debate
[12:18] - Personal Experiences with Tension
[14:15] - Decision-Making in Tension Management
[16:18] - Balancing Central and Local Needs
[18:30] - Factor Meals Promotion
[18:50] - Downstream Impact of Tension
[22:32] - Ensuring Representation in Decision-Making
[24:25] - Conclusion and Call to Subscribe

Sermon Clips

Tension is often perceived as a negative word. It is not necessarily negative. Every successful organization is managing tensions. And if we're not careful, and this is what we talked about last time, there's a tendency to confuse problems to solve with tensions, to manage. Tensions are managed and monitored. Problems are solved, but to bed and you move on. [00:01:46]

And mature leaders and mature people understand that and just learn not just to live with it, like I just got to get by, but learn to leverage those tensions. Anybody that exercises understands the power of tension. If there's no tension, there's no progress physically, you don't get stronger. By avoiding tension, you actually get stronger by embracing tension. [00:02:40]

So one thing a leader can do is to recognize their natural capacity for living with tension. We all have different tolerance levels for tension to manage. There are things that I have very little tolerance for messiness, I just don't do well in messiness. Same before I work, I clean up my workspace. Same other people. [00:05:21]

If you have low capacity for this or if you have low tolerance for this, you need to know that and acknowledge it. Otherwise, you may force the people around you to try to solve once and for all something that can't be solved once and for all, because it's attention to manage and attention to monitor. [00:06:10]

And it's interesting because I feel like on some teams there's people that lean into the tension and have no problem openly debating it. And then you've got people that are like, ah, this tension feels like conflict and pull. Away. It feels like conflict. So. What do you do for those people that are like, ah, this feels like conflict. [00:08:26]

And the unfiltered debate I think allows people to say, you know what? I was heard and I didn't have to hold back and whatever the decision is made, at least I know that I represented as well. How did you get to that place of understanding that part of managing this tension is to allow unfiltered debate? [00:10:58]

And there are two or three categories of those emotions that I found myself thinking, I don't want anyone who ever works for me to feel what I'm feeling right now. And this was one of 'em to feel like, I think I have an idea that would help this organization be better. And you're not really interested in what I have to say. [00:12:05]

And I think that's just my safety valve to say, look, I don't think I'm the smartest person in the room, but we have to make a decision and I'm going to own the decision. And if it's wrong, you won't have to tell me. I'll acknowledge that, but we got to move forward. And most mature people are like, okay, that's great. [00:14:10]

And if I ever got to the point where I'm, Hey, I'm tired of talking about this, Hey, no more, then what happens is central winds, the local expressions are diminished, and what we're trying to do in local communities is diminished as well. And that's a loss for the whole organization. [00:16:45]

This is a really important question, and here is a way, and again, because of the nature of our organization and because of my career track through organizations like ours, there is a sensitivity because I've been in those roles, and I think this goes back to what I said a few minutes ago when I said, I don't want anyone in our organization to feel what I felt. [00:18:59]

So asking that question in the conversation at the end of the conversation, and again, it may not be the person who is specifically going to feel that, but their upline manager or somehow they need to be represented in that room. And for me to remember to say, Hey, I'll take Angie for example. She's our service programming director at this particular campus. [00:21:07]

And again, most mature people, as long as they know that you're aware that you have added to their plate or they were hoping this was a problem you were going to solve, and lo and behold the tension hasn't gone away and it looks like it's never going away, taking them into consideration, providing them with the additional resources or assets they need or support they need for this tension that's not going away, then again, people can adjust to that. [00:22:09]

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