Small change: time to get uncomfortable

Human beings are simple creatures. We are hardwired to seek experiences that we find pleasant, and to get away from those that we find uncomfortable.

But progress is rarely to be found in any zone where things are easy. Strategic decision-making, organisational restructures, improving ways of working, even tackling problematic behaviour — all of these situations, and many more, can require leaders and teams to step out of their comfort zones in service of the greater good.

A willingness to engage in constructive conflict — and resolve it quickly and well — is a major predictor of leadership performance and organisational health. The secret to success isn’t to get comfortable with difficult conversations. It is to get comfortable with being uncomfortable. This takes practice — but there is often no better use of time.

Something to consider: how good are we at having the important but uncomfortable conversations?

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