Grow in Public: Leading Conflict Principle 6

Updated: Mar 3



It’s hard to grow when others are watching.


Even if we know that change is needed, there’s something we need to get better at, and that other people are depending on us – part of us always resists.


Personal change and development feel risky. When we admit that we need to change our behavior, habits, skills, or worldview, we expose ourselves. It’s an admission that something about us is incomplete and unfinished. This shakes us out of the comfortable fiction that we are wholly competent, fully baked, complete.


All of the great leaders I’ve known in my life rebelled against the comfortable fiction of “finished-ness”. They were people forever in motion. Always growing. Centered, yet restless.

Once you:


…then you’re really ready to make serious changes in how you engage with those around you. However, everything of great value requires great effort and risk.


These principles will set your development in motion and create new relational situations and opportunities that demand growth – in others yes, but mostly in you.

As I discussed before, most conflict is creative and can actually be fun and healthy. But with the right mindset, you can even engage to the most toxic personalities and situations with willful cheerfulness if you have the best interests of others at heart.


Are you being bullied by someone? Is your supervisor a tyrant? Are your ideas and input steamrolled at meetings? Is a toxic personality making you dread showing up for work? Do you have a radically different vision about a team project?


If any of those scenarios ring true, then change will only happen when you are ready to act, risk, and hardest of all, to grow in public.

In An Everyone Culture: Becoming a Deliberately Developmental Organization, adult-learning and organizational change experts Robert Kegan and Lisa Lahey explore the unique features of organizations proven to maximize employee potential and achieve exceptional creative results.


From hedge funds to tech start-ups to non-profits, Kegan and Lahey discovered that “deliberately developmental organ