Regardless of intelligence, experience and prior success in the organization, perpetual naysaying and opposition is perceived as both annoying and inefficient. While a healthy dose of debate can spur creativity, a team member who is constantly critiquing and challenging the leadership can derail an effective team.
Nearly every executive team contains an "opposer," and nearly every team finds the behavior annoying, thinks it is unhelpful and wishes the naysayer would go away, according to an article in the Harvard Business Review by Jennifer Porter, managing partner of leadership and team development firm The Boda Group. Opposers can cause serious negative reactions from team members, such as stonewalling, the silent treatment or even aggressive outbursts, according to Ms. Porter.
There are many reasons naysayers elicit such strong reactions from their colleagues. For one thing, objections can act as a speed bump that slows the team down during an otherwise efficient conversation. Disagreement can also feel like a personal attack — as if the naysayer is implying, "you're wrong" or "your idea is bad." According to Ms. Porter, an opposer might come across as deliberately derailing the conversation. Perhaps most importantly, constant naysaying makes it feel like the team isn't unified.
This is not to say an ideal executive leadership team consists of members characterized by complacency or groupthink. Indeed, criticism, debate and opposition are essential aspects of innovation and problem solving.
So how can leaders help their teams strike a balance between healthy opposition and annoying naysaying? Here are five tips from Ms. Porter.
1. Come out and ask for critique. "For every major decision, ask the team to consider reasons against the prevailing opinion," Ms. Porter wrote. "By doing this, you will normalize opposition and help the team see it as a regular and important part of the decision-making process."
2. Ask each team member to offer an opposing view. Doing so will support normalizing healthy opposition and also ensure equal participation among team members, as opposed to one loud voice.
3. Keep an open mind. Even if you are certain your original idea is right, resist the instinct to defy opposition. Really consider and evaluate opposing ideas and be open to changing your mind.
4. Control your reaction to opposition. "People who oppose almost never have bad intentions," wrote Ms. Porter, "they are usually trying very hard to do something they see is valuable and crucial for the good of the team." Sometimes people act as opposers because they are unconsciously trying to create balance in the team when no one else is introducing new or contrasting ideas, Ms. Porter suggested.
5. Give opposers feedback. Let them know you value their viewpoint. If they are not able to deliver their opposition skillfully, privately let them know how they can work on their delivery. You might also suggest they speak up when they are in agreement so their comments seem more balanced.