I have set through too many meetings that were either so passive that only one person did all the leading to the other extreme when everyone had an agenda. There desperately needs to be a culture of trust developed where the right people can engage is serious debate without everyone shutting down or it becoming personal. This HBR post hits the mark:
“Rapid changes are hard for any organization, but when I asked these leaders what their biggest challenge was they didn’t say “scaling our tech infrastructure” or “hiring good people fast enough” or “integrating with our parent company.”
They were worried about how many damn fights their people were having. The company had “a culture of arguing,” they said — starting at the top — and, given the group’s ballooning size and new ownership, they were worried those patterns of behavior weren’t sustainable or productive.”