When Leadership Conflict Becomes the Operating System

Years ago, I worked with a leadership team caught in a cycle of conflict and confusion. The following is a composite scenario. Names, roles and identifying details have been changed.

“David” was a high-performing founder who prided himself on saying what others were afraid to say.

When he believed a decision was wrong, he pushed hard. He interrupted, raised his voice and questioned whether other leaders had the courage to face reality. His colleagues often agreed with him in meetings but privately admitted that challenging him was exhausting.

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