- the organisation’s products, services or marketplace
- the future vision, direction, business or financial strategy
- the key people, their deployment or potential.
However the other area where this difficulty can typically arise is in the leadership style and behaviours demonstrated by the leader versus their new team member and a difference of opinion about how this business should be led and managed. Quite often there is a large element of the view being taken by the subordinate manager that “I could do a better job” of running this organisation than my boss is doing – but they rarely if ever say this out loud – or that “things were running much better in the old days before Pat took over”.
When considering what to do about this, it does depend on where you positioned in this debate. If you are the leader and the boss then you could decide not to tolerate such dissent from within your team and request or demand that the team member stops complaining right now, gets on with it, gets into line with your style and expectations or moves on and out. (I have rarely seen a CEO in a substantial organisation take such decisive early action but it can and does happen occasionally).
More often today’s leaders will try to work it out with their dissenting manager and look for a change of style, an accommodation from them over time and hope for an improving relationship in the medium term. They may also feel able to look at their own style and approach.
If you are the team member who is dissatisfied with your leader's style then you need to decide if you can tolerate it and live with it or whether you or they can and will change. Of course you will recognise that the only person whose behaviour you can directly change is your own, and that by the definition more of the power and status in the team will reside with your boss. So expecting your boss to change radically is not likely option - why should they?
The best line for both parties is to find an agreed path where both acknowledge the differences in each others styles and preferences and agree to respect these differences and to work to increase their understanding of each other and to reduce the impact of their styles. This process can often be helped by the support of an objective, external facilitator who brings out these style differences and people's strengths in a positive way.