The Fallacy of Misplaced Kindness

Canadians have a terrible tendency to believe we should be artificially kind and modestly self effacing when it comes to confronting harsh realities, long-held misconceptions and serious misalignments in our organizations and their people. We do so in the misguided belief the truth might cause pain and distress and that someone’s feelings might be hurt in the process. This perspective results in a fundamentally flawed and unhealthy preference amongst many Canadian business leaders for conflict avoidance, rather than determined conflict resolution. It is based on the ill-conceived premise that, somehow, we can create high-performance organizations and build high-performance leaders by placing the values of harmony and tranquility higher on the scale of importance than straight talk and truthfulness.