Sitting and talking with John, a senior division director at a large Canadian corporation, you would get the impression that his team of senior managers were all on the same page and that they worked exceedingly well together. According to John, they challenged each other and provided pointed feedback to decisions that he and the team needed to make. John felt this was true for all managers on the team, except for one manager who he saw as a “trouble maker”. His perception was that this manager consistently disagreed with the team and him and, as a result, she was a negative influence.
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