As we enter the month of March, the NFL season has officially concluded. The Philadelphia Eagles hold the trophy as the best team of the 2024-2025 season. Now, the spotlight shifts to off-the-field activity. Players are requesting trades,demanding new contracts, and all 32 teams are busy reshuffling their rosters. There is constant turnover, inevitably resulting in some level of discontent within each organization. Even the Eagles, who had the most successful year, will face changes—players and staff seeking adjustments in their roles or rewards for their contributions. No matter the outcome, someone is bound to be dissatisfied.

According to Stanford management expert Bob Sutton, having some degree of discontent within an organization is not necessarily a bad thing. Sutton believes that if 90% of people are happy and 10% are not, then everything is functioningas it should.

Sutton's 90-10 rule offers a fascinating perspective on organizational dynamics. As a professor at Stanford University, he asserts that it is natural—and even beneficial—for about 10% of people in any organization to be unhappy at any given time. This dissatisfaction can serve as a driver of innovation, challenge the status quo, and prevent complacency. It ensures that organizations remain dynamic, responsive, and adaptable.

However, one of the significant challenges leaders face in embracing the 90-10 rule is the tendency to strive for universal approval—a phenomenon often referred to as "people-pleasing." Leaders who focus too much on making everyone happy may inadvertently stifle the very innovation and progress that constructive dissatisfaction can inspire. By trying to maintain constant harmony, they risk creating a culture that avoids necessary conflict at the expense of growth.

To navigate this delicate balance, leaders must develop the resilience to accept that not everyone will always be content.Instead, they should focus on fostering an environment where constructive dissatisfaction serves as a catalyst for positive change. This involves transparent communication, setting clear expectations, and encouraging open dialogue. By doing so, leaders can create a dynamic and adaptive organization where the energy of discontent is channeled productively.

One of the most common questions Sutton receives is: what is the right balance between being agreeable and standing firm on what you believe is right? He addressed this question during an episode of Adam Grant’s Re:Thinking podcast.

“There’s a quote from my late father-in-law: 'I have a long list of friends and a short list of enemies, and I’m equally proud of both lists,'” Sutton told Grant. “That’s kind of my philosophy.”

Having no enemies at all might indicate that you are a people-pleaser, reluctant to take principled stands or share difficult truths. On the other hand, if everyone seems to think you’re a jerk (or if you believe everyone else is a jerk), you might actually be one.

So what’s the ideal ratio of admirers to critics? You guessed it—Sutton aims to have roughly 90% of people like him while accepting that 10% will not be his biggest fans.

Leading others does not require 100% approval.

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