Senior leaders clash in a cross-functional project. How will you navigate their power struggles?

Hear me out! I'm orchestrating the 1, 2, 3 approach. (1) Understand Tensions - as a project leader I need to understand the difference of thought-leadership. Why the divide? Especially, if the project is already in progress and expected to execute towards the same project objectives. For them I'm skipping to #3 to find synergy as a project team. For me as a project leader, I'm refreshing my understanding on #2. (2) Align Objectives - before we have the team call, I'm doing my diligence on the objectives agreed on by stakeholders, assuming in this scenario the project is already in flight. I'll take this knowledge to the call. (3) Dialogue - Finding common ground and leveraging stakeholder objectives to execute as a team!

When senior leaders clash, start by understanding their goals and concerns. Establish clear, shared objectives and success metrics. Keep communication open with regular meetings and encourage active listening. Foster a collaborative environment based on trust and transparency. For example, in a previous project, 2 key stakeholders disagreed over security protocols. We scheduled a mediation session where both aired their concerns. By focusing on data and common goals, we found a middle ground that satisfied both. Document agreements, and delegate authority to avoid bottlenecks. Keep everyone updated, adjust plans as needed, and consider external mediation if necessary. This way, you can smooth out power struggles and keep project on track.

Senior leaders often focus on their immediate needs, leading to a narrow view of project outcomes. As business architects, we use assessments and facts of the current state to help leaders understand where we are today. We facilitate future state scenario planning, in ways that foster co-creation and collaboration, to help leaders see how their goals align within the broader organizational context. By bringing everyone to the table during ideation, we enable groups to figure out together how to iteratively achieve enterprise needs. Business architects can roadmap how to cross from current to the preferred future state, and focus on incremental value delivery while considering constraints or risks that may have prompted the discussion.

Cross functional leaders each have their specific goals and business strategies, the key is to listen to their concerns, try to understand the underlying issues or gap, assess to find the common ground and focus on the common goal. This however requires willingness to collaborate and consider the bigger picture, outside of the specific group or department.

This is a key to obtaining buy in and approval for major projects in the initiation phase and must be clearly understood by team leads and team associates. With out the true ability to harness this tension and place as an engine to motivate, innovate and create strong support and trust the ability to meet and or exceed expectations is hindered greatly.

O alinhamento de objetivos é essencial para garantir a coes?o e a eficácia de uma equipe ou organiza??o. Para resolver conflitos entre líderes seniores, é fundamental que todos entendam e compartilhem a vis?o e os objetivos estratégicos da empresa. Isso envolve clarificar como os objetivos individuais e de equipe contribuem para a estratégia global e promover reuni?es regulares para atualiza??es de progresso. Definir claramente essas conex?es ajuda a resolver divergências e a refor?ar a importancia da colabora??o. Monitorar e revisar o progresso com frequência, ajustando conforme necessário, e implementar um processo contínuo de feedback, previne desalinhamentos e mantém todos focados em um propósito comum, promovendo unidade e eficiência.

Aligning objectives relieves tensions. If you have properly established means with stakeholders before the project has even become, you can refer back to them and show each leader that the movement of the project does meet what they are concerned about. An assigned stakeholder agreement can show leaders what the benefits for their teams are. Find out exactly where their worry for the team lay, and point out those areas of the project that will meet their needs. The objectives of the project are established at the beginning. Thorough planning reduces tensions, disagreements, and stakeholder concerns. stress comes from worry or fear that it won’t be successful. I need objectives ensures each stakeholder has their voice.

Often times I have found that there is a potential gap in the objectives or even an understanding of what the objectives are. Clarifying what the goals are and what potentially is missing can help each side consider the possibility of seeing each other’s position, which is not a solve all but is a start.

Before you look at the project goals, consider the company ethos and mission statement. If you feel that any members may not respect and cherish the values, it may even be worth highlighting them or having them in front on everyone during the discussions. Don't be afraid to ask 'dumb' questions (questions you may know the answer to but can be used to steer) like 'how does this approach align with x' if you think people are losing focus on the values that are necessary.

Facilitating dialogue is like being a mediator. You need to create a safe space where everyone feels heard. Encourage open communication and active listening. By understanding each leader's perspective, you can identify common ground and find solutions that work for everyone.

Para resolver conflitos entre líderes seniores, é crucial fomentar uma cultura de transparência e comunica??o aberta. Crie um ambiente onde todos possam expressar opini?es e preocupa??es sem medo de retalia??o. Realize reuni?es regulares para garantir que todos estejam atualizados sobre metas e progressos, e estabele?a canais de comunica??o claros para compartilhar feedback de maneira eficiente. Promova a transparência nas decis?es para evitar mal-entendidos e desconfian?as, e invista em treinamentos que melhorem as habilidades de comunica??o, como escuta ativa. Esse ambiente facilita a resolu??o de conflitos, promove alinhamento e refor?a a colabora??o entre líderes.

Don't fall in to the trap that expertise needs to cost money. Most challenges and blockers can be understood and removed from within the organisation skill set. Be prepared to talk across teams and dip into non-management groups for expertise you already pay for.

Leveraging Expertise means tapping into the knowledge and skills of your team to overcome challenges. When senior leaders clash, one should consider utilizing the following: - Identifying subject matter experts: Pinpoint team members with deep knowledge of specific areas relevant to the conflict. - Building relationships: Foster trust and open communication with these experts to gain their confidence. - Incorporating expert insights: Use their knowledge to develop potential solutions and compromise options. - Communicating effectively: Clearly articulate the problem and proposed solutions, ensuring everyone understands the value of the expert's input.

Para aproveitar a experiência de líderes seniores em casos de conflito, reconhe?a e valorize suas competências únicas, e promova o compartilhamento de conhecimento através de reuni?es e workshops. Essa abordagem transforma conflitos em oportunidades para crescimento e inova??o, refor?ando a colabora??o e melhorando os resultados organizacionais.

Crie grupos de trabalho diversificados que utilizem habilidades complementares para resolver problemas. Envolva líderes experientes na tomada de decis?es estratégicas e aproveite suas experiências para orientar decis?es e estratégias. Facilite discuss?es estruturadas para integrar diferentes perspectivas e documente as li??es aprendidas para aplicar futuras melhores práticas.

Implementing solutions means turning those conversations into action. Once you've identified the root of the problem, you need to come up with practical steps to address it. This might involve setting clear roles and responsibilities, establishing decision-making processes, or finding a neutral party to mediate.