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How We Handle Disagreements

Name: How We Handle Disagreements
Uploaded: 2022-09-02T21:00:24+00:00
Duration: 52 s
Channel: Shanli Liu, CPA, CTP
Description: In this YouTube clip, the speaker explains how she and her business partner Alan resolve disagreements. They deliberately avoid appointing a single…

2 Sept 2022 · 1 min

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In this YouTube clip, the speaker explains how she and her business partner Alan resolve disagreements. They deliberately avoid appointing a single decision‑maker; instead they pause work until both reach agreement on an idea. When a major disagreement arose over launching a software company, the speaker’s pessimistic view clashed with Alan’s optimism. They locked themselves in a room for three days, then agreed to launch the venture under a strict experiment: if the company did not become profitable within four months, they would shut it down. By month two the speaker doubted the venture’s prospects, but Alan persisted, and the company turned highly profitable. The speaker reflects that, in hindsight, neither partner was wholly right or wrong, highlighting the value of their consensus‑driven, test‑based approach to conflict resolution.

Chapters

How often do you guys get in disagreements? And if you are at a stalemate, who makes that decision? We're given a really great piece of advice early on, which was if you don't agree, don't move forward. There's honestly not one like final decision maker. We just wait until we agree on something. Like we continue to work the idea or the problem until we both like it and then we move forward. I can think of the biggest time that we had a disagreement was with Alan launching the software company. I didn't believe it was like a great venture. And he was like, I think it is because he's always more optimistic. I'm usually more pessimistic. And so we like locked ourselves in a room for like 3 days And then finally I was like, screw it. Like, the deal was that we would launch it and we would try and build it and scale it, but if it didn't become profitable within 4 months, we would shut it down. It's kind of funny because literally like at month 2, I was like, dude, it's not looking good. And he was like— he just like dove in and it became extremely profitable. So we always look back, we're like, who was right, who was wrong? It's like neither.