I live to disagree.

In fact, I'm a serial dissenter.

Relentless to the point off, Annoying on, deliberately provocative if I'm dissenting is because I'm listening and I'm interested.

Although to be honest, my wife would rather I just answer the damn question.

I believe we need to take care of the serial dissenters amongst us.

Don't marginalize us.

Make the most of our unique skill set.

So what is a serial dissenter?

Well, I think you know who we are.

And I bet we piss you off sometimes because we're the person that doesn't give up on the questions.

There you are presenting the idea that you have spent ages preparing and then any question to ask, actually, yes, we say on we're off.

Have you thought about Did you consider Did you know why did you can you tell me more about it's a lot for the person on the receiving end to take Judas.

Glaser sums it up when she says that people seek connections and appreciation, not criticism and judgment.

It's true when a dissenter speaks up, its can come across his criticism.

Never mind that the intent is connection.

We don't mean to question your effort or dispute your idea.

We see ourselves as caring enough to disagree.

We aim to improve upon it because dissenters love the robust debate, the ideas and the action, and we don't need or c credit.

We just really and truly give a shit.

Although acknowledge, we are very hard to impress.

Looking more closely, a mansion of mine put it like this.

There are three kinds of people.

Colliders who need to belong more than they need to be haired adversities.

We need to be haired more than they need to be alone on dissenters who need to be haired and to belong on when there's a system or a culture that tolerates it.

The sensors are given the space to be both, and that's when you see great stuff happening.

A consulting giant, McKinsey.

The obligation to dissent is in their core values, which they walk and talk, making sure the customer comes before the firm.

When Alfred Sloan Ryan General Motors he would postpone discussion where everyone agreed with him, tohave developed disagreements and hedge funds like Bridgewater Capital.

They credit their success to implementing radical truthfulness where it's an ideas meritocracy in all three cases.

Finding the smartest people to disagree with is an integral stress test.

Even companies that pride themselves on openness aren't really that comfortable with it, because hierarchy naturally reduces descent.

We're all guilty of it, dissenters included.

Hoover was so intolerant of dissent that Susan Fowler was forced public, which saw the end of their CEO.

Nokia crashed because social pressures saw people afraid to admit it couldn't match what apple we're doing on 42% of startups fail because they actually make products that nobody wants.

Former vice President Hubert Humphrey said that freedom is hammered out on the anvil off discussion descent on dhe debate.

In my opinion, at this point in time, we don't have enough dissenters in positions of power.

But we do have dissent.

And those who seek to maintain power are becoming less unless tolerant of it.

From control talking points to attacking a free press right up to killing journalists and protesters.

History shores that having yes men is rarely the driver of progress.

There would be no Manhattan project had Roosevelt not been willing to listen to outside advice, and the Cuban missile crisis was resolved because Kennedy actively sought out dissent, in contrast to the way he handled the Bay of Pigs years of study here in the Netherlands, Beye get Hofstetter uses the Power Distance index, which establishes how comfortable of population is with the distribution of power.

So if you look at these countries here and read, these are places where hierarchy is both accepted on dhe expected.

But this concentrates power, and that, in turn, causes descent.

Where's countries, like Listen, yellow have a flatter hierarchy, a more even distribution of power and the punch above their weight?

Because they're more often intolerant, thes air places you would expect it to Aaron Respect.

Studies show that 90% of companies encourage conformity, but within them, the nonconformists are viewed as authentic and credible.

And this has proven results.

Where you have high inclusiveness on diversity that is tolerance off descent you outperform.

You are nearly twice as likely to be innovators.

You're nearly three times more likely to be able to identify and build leaders nearly four times more likely to be able to coach people for improved performance on you.

Outperform your peers by 35%.

Now I don't know if dissenters are born or made.

I grew up in Scotland where arguing could be introduced as an Olympic sport.

And then I moved to Australia, where they would build in the least academy for it.

I'm gonna call it the Australian Institute of Bluntness.

Through school in my early career, I got away with being Marathi annoying and opinionated.

I was always able to talk my way into and out of arguments because it is easier to give descent than to receive it.

As my career progressed, I have this glass ceiling created by my lack of awareness.

I pissed off enough people that my progress stalled and coupled with my idealism, I find it hard to accept compromise or, as I saw it, mediocrity.

Now, clearly, I can't read the signals I have been screamed at in a board meeting because I just wouldn't stop.

I've been fired because it wasn't welcome.

And yet I didn't stop.

Now you might be wondering if I'm stupid, but I've got the mic.

So let's go with naive for sure.

And I have bean registry wrong at times insulting people when I just wouldn't back down with my point.

I really wish I could go back to shut my mouth for me.

But there have been times I wish I had dissented more.

I was once made to hire someone who I knew wasn't ready but to get along with the group.

I relented when I was told to fire them the attempted suicide.

As much as I know that wasn't my fault.

I sought help through therapy.

And this is where my awareness increased and I became better at controlling my dissenting urges.

So these experiences came with lessons which I would like to share.

If you're a serial dissenter in a hierarchical organization, you're in the wrong place.

Go and find your tribe.

If you're going to give, the sentry must accept it in return.

No, I struggle with that too.

But I work alongside the serial dissenter who reminds me way too frequently that I must continue to accept it.

Watch your persistence.

People get tired of telling you to stop when you really should.

You're not always right, but because you speak up and others doings your opinion Hold sway.

So you need to look for the compromise and find a strong leader to watch your back because you are always making waves somewhere.

If you're a leader and you struggle to accept a scent, work on it, your ability to tolerate dissent feels finite.

It isn't if you feel threatened by the center, Ask yourself this descent really heart Or is it your ego?

Are you afraid of being wrong?

Concerned about losing control?

Remember, listening does not mean agreeing, but it does show that you care and it's our responsibility Is leaders to ensure that everyone can contribute colliders.

We don't need the relentless positivity, so don't promote it by putting down dissent.

Look to the intense.

They're nearly three times more likely to dissent on principle, which is an amazing values.

Check adversaries.

You need to be Herod, and so do we tried to sending against us.

We're comfortable with it and we will hear you out.

Assume good intent.

It's a great way to engage descent.

It demonstrates humility and a willingness to listen, and it recognizes we all say things the wrong way when we mean them the right way.

So let's not be so harsh on each other.

If you're willing to hear me out, I'm willing to hear you out.

But of course you we disagree.

Thank you.