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The following are some key points from a talk that Andy Stanley gave at the Drive Conference entitled The Opposable Leader: Why organizational tension is essential to progress. 

The idea of this talk is that as a leader, you have to differentiate between tensions your organization will always manage vs. problems that need to be solved.

Every organization has problems that shouldn’t be solved and tensions that shouldn’t be resolved.

• For example: What’s more important, excellence or stewardship?
• If you “resolve” any of those tensions, you will create new tension.
• If you resolve any of those tensions, you create a barrier to progress.
• Progress depends not on the resolution of those tensions, but on the successful management of those tensions.

The role of leadership is to leverage the tension to the benefit of the organization.

• Identify the tensions to be managed in your organization.
• Create terminology. (Tension is something we manage not resolve.)
• Inform your core. (Teach your leaders.)
• Continually give value to both sides. (Example: excellence vs. stewardship)
• Don’t weigh in too heavily based on your personal biases.
• Don’t allow strong personalities to win the day.
• Don’t think in terms of balance. Think rhythm. (Balance is equal amounts all the time. Rhythm understands there is a season for everything.)