If everyone on your executive team agrees with the CEO all the time, that may not be alignment. It may be a warning sign.

In this Executive Brief, Mary Ricketts, President & CEO of Turning Point Training & Development, challenges CEOs and senior leaders to examine what really happens when someone disagrees at the executive table.

Strong executive teams aren't built around constant agreement. They're built around leaders who are willing to challenge assumptions, raise concerns, identify risks and tell the CEO what they may not want to hear—before a decision becomes an organizational problem.

In this brief, Mary explores:

• Why silence should never automatically be interpreted as agreement
• How CEOs can unintentionally train executives to stop challenging them
• The difference between healthy disagreement and disloyalty
• Why the “real meeting” sometimes happens after the executive meeting
• Three questions CEOs can use to invite stronger executive-level thinking

The question for your executive team isn't: “Do they agree with me?”

It's:

“Have I built an executive team that's willing to tell me when they don't?”

Because healthy executive teams don't protect CEOs from disagreement.

They protect organizations from unchallenged thinking.

Learn more about Turning Point Training & Development's leadership diagnostics, executive team development and executive coaching at tptrainingcenter.com.