The Unintended Consequences of Consensus Culture

As a leader, are you striving for consensus - or buy-in?

These terms are sometimes used interchangeably, but the difference in their meanings is important and has huge implications for your behavior as a leader - and the behavior of your direct reports and teams.

Consensus means general agreement.

Buy-in means agreement to support a decision.

Consensus relies on everyone in the conversation "liking" the idea or decision.

Buy-in relies on people being willing to support a decision even if it wasn't the choice they would have made.

When you chase consensus, you may be unintentionally limiting:

• diversity of ideas, opinions, perspectives and lived experiences,

• safe spaces for healthy disagreement,

• innovation, experimentation and the pursuit of bold ideas,

• opportunity and impact for your staff and the people you serve.

As a leader, having consensus can feel good - but that doesn't always mean it is good for the organization.

You will make tough choices.

Not everyone will agree with your decisions.

But when you've built a culture of respect, trust, and open communication that actively values different perspectives, you can secure buy-in - even without consensus.

A consensus culture supports and validates people who think the same.

A buy-in culture supports and validates diversity and innovation.

So, which are you striving for? Join the conversation on LinkedIn.