After a recent blowup (the two entrepreneurs have opposite management styles and ways of approaching problems) they began seeing a therapist who counsels individuals, couples and some business partners. Once a week, they told The New York Times, they spend an hour articulating their differences and refining their ideas.
Their three big takeaways from the process: “Never let an opportunity pass to say something positive; walking away from a heated conversation doesn’t signal abandonment; and it is better to discuss a problem because it will surface anyway.”
We applaud these leaders, and we resoundingly agree with the lessons they have learned. The more that leaders take a productive approach to conflict, the more successful they and their organizations are bound to be.
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