“Ego is about who’s right. Truth is about what’s right.” —Tribe of Mentors

I was chatting with Princess Buttercup the other night.

She’s built an incredible business. It has a real impact on people. Reflecting on something I was dealing with, I said to her,

“I wonder if there are only two states when running a business. On the floor in the fetal position or euphoria.”

When you’re in the thick of building something, most days are just a series of problems to solve. And the bigger your responsibility, the more those problems sit somewhere on the spectrum of hard, bad, or maybe even cataclysmic. That last one is rare. Most things are solvable.

Problem solving is what we do for a living—all of us. We have jobs because there are problems to solve. And while most people don’t like finding problems, not finding them is worse. Finding a problem is finding a place to get better. To make the business more valuable. Or to shore up an area where you’re exposed. So, relish the new problems. They’re a gift.

Early in my career, I felt I had to solve the problems myself. Maybe that’s natural. The younger we are, the more we think we know. Or maybe we’re just less willing to look foolish. That was me. But holding a position doesn’t mean you have all the answers. Usually, there’s someone closer to the pain who sees the way through.

At some point, I realized the job of a leader isn’t to have all the answers. It’s to make decisions and make sure the team has what it needs to execute. Leadership begins when the path is unclear. Take out the flashlight, or machete, or whatever, and go. Sometimes that direction leads to an outcome that’s not ideal. But you still decide.

From all of this I know I’m not responsible for the answers. I’m responsible for the decisions.

I’ve still got a long way to go on managing my ego, my need for approval, and my fear of letting people down. But my default now is to put the people closest to the problem in the room and ask, “What do we want to do?”

When the answer isn’t clear, people will disagree. Ideally, they will.

During a leadership meeting at GM, Alfred Sloan once asked, “I take it we are all in complete agreement on the decision here?” When the room nodded, he said, “Then I propose we postpone further discussion until our next meeting, to give ourselves time to develop disagreement and perhaps gain some understanding of what the decision is all about.”

That’s when the real work begins. Because conflict over the solution is healthy. What’s not often spoken is this: there are two kinds of conflict.

Personal conflict and problem conflict.

Personal conflict shows up when we’re protecting something. Sometimes it’s internal: fear, insecurity, the need to look smart or stay in control. Sometimes it’s external: status, power, recognition, resources. Either way, it pulls focus. It keeps us from listening. It turns the conversation into defense instead of discovery.

Problem conflict is grounded in standards and craft. Driven by the desire to get to the right answer, not be the right answer. That’s what people mean when they talk about “healthy conflict.” It’s not about ego. It’s about better. It doesn’t attack people. It attacks the problem.

The hard part is that these two are often tangled together. We think we’re having a good, healthy debate, but what we’re really doing is protecting something—usually ourselves. And often we don’t even realize it.

I’m working on that. On recognizing when I’m in the way. Most of the time it’s not intentional. It’s just ego. Or fear. Or maybe I’m just tired. But when I let that lead, I stop listening. I get stuck defending. And nothing moves.

We can’t forget—or ignore—that people show up differently in conflict. Some go quiet. Some get loud. Some need to talk it through and might sound like they’re rambling. Others hold back until they feel safe enough to speak. That doesn’t mean they’re not paying attention. It just means they process things differently.

If you want the best answer, you need the whole room.

Different perspectives. Different styles. All heard. All understanding. All contributing. That’s how you get somewhere.

So here’s where I’ve landed.

Conflict is good. But it has to be the right kind, and we need to be aware of the messy middle when personal and problem conflict overlap.

When we check our ego and fear at the door, not only will everyone be happier, but we will get better answers. Importantly, we can’t control other people, but we can control how we show up.

More truth. Less defense.More listening. Less protecting.More understanding. Less justifying.

That’s where better lives.

Take care, friend. Be good.

—Kelly

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