How Does “Being Right” Impact Performance?

A few weeks ago, I was working with a client dealing with a performance issue with one of their customers. There was a problem with delivering the product to the customer on time. Rather than communicate the issue to the customer, the client’s employees spent the day “texting” each other about whose fault it was, who was to blame, what should have happened that didn’t, why specific instructions weren’t followed, etc. The entire day was spent “texting,” and no one informed the customer of the delay. Consequently, the customer discovered the delay only when the product failed to arrive on time. This behavior is what the client and I began to call “right fighting.”

“Right fighting” occurs when employees prioritize being right above addressing the issue at hand. It is driven by the need to prove themselves correct and others wrong, regardless of the facts. “Right fighting” is exhausting to manage and is detrimental to performance, relationships, and effective communication. In my example, the customer was not served, the relationship between the client and the customer was damaged, and the issue of the product delay was not addressed effectively and proactively.

When “right fighting” happens, nothing gets accomplished, and the only outcome is making others wrong. Employees and the customer feel ignored and alienated. This behavior not only destroys relationships but also makes it difficult for others to engage in meaningful discussions to resolve problems, such as the delivery of the product and serving the customer. The customer is left in the dark, jeopardizing future working relationships.

“Right fighting” builds walls between individuals, making it less likely to resolve problems, serve customers, and foster an environment where employees feel free to communicate and provide solutions.

When “right fighting” occurs in a company, it results in:

• A mentality and culture of “I Win. You Lose.”
• A refusal to consider others’ perspectives.
• A shutdown of any possibility for mutual understanding and problem-solving.
• Ineffective communication, with replies given before listening, missing key points.
• A tendency to find fault in others, constantly trying to prove themselves right and others wrong.
• Negation of any previous statements.
• Use of gestures like eye-rolling to express disagreement and disdain.
• A hindrance in building trust and credibility with others.

In conclusion, “right fighting” does more harm than good. It creates tension and conflict in conversations, alienates people, impacts productivity, and damages relationships. It is crucial to practice generous listening, consider others’ perspectives, and approach conversations with an open mind.

I invite you to contact me for an exploratory conversation about what I can provide for you and your company when “right fighting” is prevalent.

I can be reached at jody@leadersteam.com or at 415.948.6320. linkedin.com/in/jody-dasilva-43479a3

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