Conflict on a team is good. The fear of conflict is a dysfunction. If something matters and you have a difference of opinion, speak it out.

Helping business leaders grow themselves, their team, and their profits. This is on trade leadership. Now, here's your host, Ken Colman.

Coming to you from the Music City, this is the broadcast of leaders, by leaders, four leaders. Thank you so much for joining the conversation. Here's what we've got coming up for you today. Pat Lynch-Yoney.

He's been on the program so many times. He may have been more than me. I don't even know. It's up there. He's one of our dear friends and a phenomenal speaker. We're going to bring you a portion of a talk he did for us recently.

We're going to have a Q&A with Ramsey Solutions board members led by our very own Entry Leadership Coach, Alex Judd.

Let's get right to it. Pat Lynch-Yoney, well, he needs no introduction. If he needs an introduction, you should feel ashamed of yourself. Go Google Pat Lynch-Yoney and then buy everything he's ever done. Read it and practice it.

Again, a top-rated speaker at our 2019 Entry Leadership Summit. The crowd always loves him. He's always brilliant. So, good on the producers. They decided to give you a portion of Pat's keynote from the Entry Leadership Summit stage. Here is Pat.

The foundation of a great team and of a great organization is that the leaders have vulnerability-based trust with one another. It's not weird. There's nothing touchy-feely about vulnerability-based trust.

It's about sitting in a room and knowing that if somebody doesn't know the answer, they're going to admit it. If you came up with a better idea than them, they're going to go, that's a great idea.

Or if they're being a total jerk, they're going to go, I'm sorry, you guys. That was totally out of line. That is a huge, huge, competitive advantage when one organization has it and the other doesn't.

The first thing you need to do is a leader is you need to go first and be vulnerable. See, once you go first and your vulnerable, you're going to notice other people's behaviors. See, if the leader can't be vulnerable, other people on the team are not going to do that.

And I've worked with leaders who struggled with this, are worked with a famous guy in the technology world. You've heard of this guy. He was a CEO of a company and he was famous, brilliant, and intelligent. And intimidating.

Nobody on the team ever disagreed with him. No bad news came to him. They never disagreed and never pushed back on him. So the head of human resources, God bless her, she went to him and said, listen, nobody's telling you the truth. You need to get them to open up to more. You need to do something to open up these relationships.

He didn't really, he wasn't into it, but he agreed to be gradually to do 360 feedback. I don't love 360 feedback. I think there's better ways. But sometimes that's what he was willing to do. So we did it. We solicited the forums to everybody on his team. They all gave him back to us. We tabulated the results, my firm did this. We gave him the results and he proceeded to share those results with no one.

So the head of HR went to him and said, hey, you've got to show people what you learned about yourself. And he said, okay, I'll do it at the next staff meeting. So at the next staff meeting, he stood up in front of the team with his report.

And he allowed me to observe the meeting since I administered the tool. So I was sitting back here off to the side on a little chair that had wheels on the bottom of it, which would become relevant here in just a second.

And he stands up and he says, okay, it says here I'm not a very good listener. Huh? What do you guys think? And this actually happened. And I remember it because when I saw it, most of my books are fiction. I said, well, I couldn't put that on book because nobody would believe it.

They went around that table and said, I think you're a good listener. I do too. I think you're a fine listener. I think you're a good listener. Yeah, you can do it. And he was like, okay, good. And I'm sitting there on my chair and thinking, oh, I can't believe this.

And he says, so the next one says, I don't give enough praise or enough feedback. Huh? I thought I'd gotten better at this. What do you guys think?

Oh, I think you're great. I think you're got a lot better. I don't have a problem with that. I think you're better than last call all around the table.

I'm sitting there on my little chair, thinking if I have any integrity as a consultant, this is my first big client. If I have any integrity as a consultant, this is where I have to lose a client or put one in jeopardy, right?

And it's easy to say now, but at the time I was like, oh, no. So I got on my little chair and I was like, eek, eek, eek, eek. And I scoot she'd up right next to the CEO, I'm like, excuse me, but you're the only people who filled this out.

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