The second is one that I took greatly to heart in my subsequent career. If you want to do broad ambitious things, you need to be accountable to articulate why it is the right thing to do. You need to be able to write down your basic thesis and the evidence behind it and then defend it. In fact, the more power you hold, the more accountable you need to be to open yourself to honest challenge on either facts or logic. This is even more critical in times of rapid change because the facts and consequential logic might change. Accountability and transparency means you are able to reassess your conclusions and react quickly.
In my opinion, the real culprit behind this kind of friction is a lack of organizational clarity, which inexorably leads to a misalignment of interests and unhealthy conflict. If cross-functional teams aren’t working toward the same end-goals and don’t know how each other’s success contributes to their fulfillment, it is crazy to expect them all to maintain healthy internal relationships. The good news is that driving alignment and creating clarity isn’t an impossible task.
Die kann man nicht einfach durch ein Seminar lernen. Das muss man verdammt noch mal leben. Man muss es testen. Man muss es fühlen. Man muss auch mal einen richtig beschissenen, unüberlegten Tweet absetzen, um im Anschluss dafür ordentlich auf die Fresse zu kriegen.