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Last updated on 2024年7月11日

Here's how you can navigate conflicts with senior leadership in an organization.

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Navigating conflicts with senior leadership can be a daunting task, but it's a skill that can be honed with the right approach and mindset. As you climb the corporate ladder or work to make an impact in your organization, you'll inevitably face disagreements or differing opinions with those at the top. Whether it's about strategic direction, resource allocation, or project priorities, handling these situations with tact and professionalism is crucial. This article will guide you through the process of managing conflicts with senior leaders, ensuring you can present your case effectively while maintaining a positive working relationship.

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Erika Castellanos

Executive Director @ GATE | Programs, Advocacy, Trans Health
Edney Vieira

C-Level nas áreas de Gest?o Geral: CEO, VP, COO, Chief Supply Chain, Conselho de Administra??o ou Consultivo.
Fabiana Paula Hoffmann da Silva

Business Management MBA | Cost Management Specialist | Project Management Specialist | ISO 9001 Audit | Lean

1 Understand Them

To effectively manage conflict with senior leadership, it's essential to first understand their perspective. Senior leaders often have a broad view of the organization and its goals, which might lead to decisions that seem disconnected from your immediate concerns. Before raising an issue, take the time to consider the bigger picture and the pressures they may be facing. This understanding can inform your approach and communication, enabling you to frame your concerns in a way that resonates with their strategic objectives.

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Edney Vieira

C-Level nas áreas de Gest?o Geral: CEO, VP, COO, Chief Supply Chain, Conselho de Administra??o ou Consultivo.
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Conhe?a as motiva??es e prioridades da lideran?a sênior. Entender o que é importante para os líderes sêniores pode ajudar a contextualizar suas decis?es e a??es. Por exemplo, se um líder está focado em metas de curto prazo devido à press?o dos investidores, você pode adaptar suas abordagens e argumentos para alinhar com essas prioridades.

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Khedir Mobark ,MSc,PMP?,CMP

Contracts Manager, Riyadh -KSA
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Maintain a Respectful Tone: Always approach senior leaders with respect, even if you disagree with them. Focus on the Issue, Not the Person: Keep your communication focused on the problem at hand, not personal attacks. Choose the Right Time and Place: Don't try to address the conflict in a heated moment or in front of others. Schedule a private meeting when both of you are calm.

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Erika Castellanos

Executive Director @ GATE | Programs, Advocacy, Trans Health
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In my experience, respect is the most crucial element—respect for each other's opinions and points of view even when they are entirely opposite. Always approach a potential issue with a question rather than with an accusation. Asking for clarification or more information is always better received than accusations or pointing fingers.

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Maxwell Chukwuemeka

???? CAREER COACH ???? GROWTH ANALYST ???? CBAP I PMP I PSM I ???? ISO I IJRISS I WSO ???? WHO I CLSSWB
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Align Goals: Identify common goals and objectives that both you and the senior leader share. Emphasize how resolving the conflict can help achieve these goals. Compromise: Be open to compromise and finding a middle ground. Propose solutions that can satisfy both parties’ interests.

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2 Stay Professional

When you find yourself in conflict with senior leadership, maintaining professionalism is paramount. Keep your emotions in check and avoid personal attacks. Instead, focus on the issue at hand and communicate your points with clarity and respect . By demonstrating that you can disagree without being disagreeable, you'll not only present yourself as a mature professional but also increase the likelihood of your views being taken seriously.

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Patamabhorn Damrongsoontornchai

Senior Vice President at AssetWise PCL (ticker symbol: ASW)
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Prepare Thoroughly: Anticipate potential challenges and forecast different scenarios. Being well-prepared with facts, data, and possible solutions allows you to address various aspects of the issue confidently. This foresight demonstrates your strategic thinking and dedication to resolving the conflict constructively.

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Edney Vieira

C-Level nas áreas de Gest?o Geral: CEO, VP, COO, Chief Supply Chain, Conselho de Administra??o ou Consultivo.
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Mantenha sempre uma postura profissional. Evite tomar conflitos como algo pessoal e mantenha o foco nos objetivos organizacionais. Por exemplo, ao receber críticas, respire fundo e responda de maneira calma e centrada, demonstrando maturidade emocional.

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3 Choose Timing

Timing is critical when addressing conflicts with senior leadership. Look for a moment when leaders are most receptive—avoiding high-stress periods or moments of crisis. Schedule a meeting or find a quiet time to discuss your concerns, ensuring that both parties can engage in the conversation without distractions. By choosing the right time , you're more likely to have a constructive dialogue that leads to a positive outcome.

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Andrea Pilenso Siqueira

Head de Projetos e Implanta??es no Grupo TTX | Client Success | LinkedIn Top Voice | Hunter | E-commerce | PMP?| PSMI | Gest?o ágil
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A alta lideran?a tem preocupa??es que a maioria das pessoas da empresa n?o tem conhecimento. Muitas vezes temos uma vis?o parcial dos acontecimentos, enquanto que a alta lideran?a está vendo o todo. é fundamental considerar esse ponto ao atuar na resolu??o de conflitos envolvendo esses líderes. Justamente por tratarem de tantos temas, em muitos casos esses líderes n?o estar?o receptivos para tratar de problemas, por terem outras prioridades. Portanto, é essencial buscar um local, dia e horário em que eles estejam mais receptivos, para assim podermos encaminhar com mais facilidade assuntos difíceis.

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4 Offer Solutions

When you bring up a conflict, be prepared to offer solutions, not just problems . Senior leaders are often juggling multiple issues, and they'll appreciate your initiative in thinking ahead. Present well-thought-out alternatives that align with the organization's objectives. This proactive approach demonstrates your commitment to the company's success and can turn a potential conflict into an opportunity for collaborative problem-solving.

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Erika Castellanos

Executive Director @ GATE | Programs, Advocacy, Trans Health
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In my experience, talking about an issue is never a good idea if there is no way forward. When you bring up difficult conversations or issues in discussions, please always include suggestions for solutions. It is relatively easy and tempting to distance ourselves from issues by pointing fingers and not being proactive in suggesting solutions. We need to remember we are part of a team, and thus we need to own our triumphs collectively and also our imperfections.

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Fabiana Paula Hoffmann da Silva

Business Management MBA | Cost Management Specialist | Project Management Specialist | ISO 9001 Audit | Lean
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Conflitos fazem parte do mundo corporativo, porém a diferen?a está em como tratá-los, a melhor maneira em tratar um conflito é focar na solu??o, quando focamos no problema a probabilidade aumentamos as chances de gerarmos mais problemas. Tudo o que se foca se tem mais, se você focar em solu??o terá mais solu??o, se focar em mais conflito terá mais deste.

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Edney Vieira

C-Level nas áreas de Gest?o Geral: CEO, VP, COO, Chief Supply Chain, Conselho de Administra??o ou Consultivo.
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Foque em solu??es, n?o apenas em problemas. Ao apresentar um conflito, tenha propostas de resolu??o viáveis. Isso demonstra proatividade e comprometimento com o sucesso da organiza??o. Por exemplo, se houver um desacordo sobre uma nova política, sugira um plano piloto para testar a eficácia antes de uma implementa??o completa.

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5 Listen Actively

Active listening is a critical component of managing conflicts. When discussing issues with senior leadership, listen attentively to their responses and feedback. This not only shows respect but also helps you understand their stance and the reasoning behind their decisions. By actively engaging in the conversation, you can identify common ground and work towards a resolution that satisfies both parties.

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Edney Vieira

C-Level nas áreas de Gest?o Geral: CEO, VP, COO, Chief Supply Chain, Conselho de Administra??o ou Consultivo.
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Pratique a escuta ativa e demonstre empatia. Mostre que você entende e respeita a posi??o da lideran?a sênior. Isso pode ajudar a reduzir tens?es e abrir espa?o para um diálogo construtivo. Por exemplo, ao discutir um desacordo sobre uma estratégia de negócios, repita os pontos-chave que o líder sênior mencionou antes de apresentar seu próprio ponto de vista.

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Patamabhorn Damrongsoontornchai

Senior Vice President at AssetWise PCL (ticker symbol: ASW)
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Show that you are willing to understand the perspective of senior leadership. Active listening can build mutual respect and open the door to more effective communication.

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6 Follow Up

After your discussion, it's important to follow up. Whether it's sending a thank-you note , summarizing the conversation in an email , or taking agreed-upon actions , following up demonstrates your commitment to resolving the conflict and maintaining a good working relationship. It also provides a record of what was discussed and any next steps, which can be helpful for future reference.

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7 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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Edney Vieira

C-Level nas áreas de Gest?o Geral: CEO, VP, COO, Chief Supply Chain, Conselho de Administra??o ou Consultivo.
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Reuni?o de Alinhamento: Agendar uma reuni?o para discutir vis?es e preocupa??es pode ajudar a esclarecer mal-entendidos e alinhar objetivos. Feedback Estruturado: Utilizar uma abordagem de feedback estruturado, como o modelo "SBI" (Situa??o, Comportamento, Impacto), para discutir comportamentos específicos e seus impactos. Cenários de Simula??o: Propor cenários de simula??o para explorar diferentes abordagens e solu??es para o conflito. Consequências de Conflitos N?o Resolvidos Impacto na Moral: Conflitos n?o resolvidos podem desmotivar a equipe. Decis?es Ineficientes: A falta de alinhamento pode resultar em decis?es subótimas que prejudicam a performance. Rotatividade de Funcionários: aumento do turnover

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Conflict Management

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Here's how you can navigate conflicts with senior leadership in an organization.

1

2

3

4

5

6

7

1 Understand Them

2 Stay Professional

3 Choose Timing

4 Offer Solutions

5 Listen Actively

6 Follow Up

7 Here’s what else to consider

Conflict Management

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Here's how you can navigate conflicts with senior leadership in an organization.

1

2

3

4

5

6

7

1 Understand Them

2 Stay Professional

3 Choose Timing

4 Offer Solutions

5 Listen Actively

6 Follow Up

7 Here’s what else to consider

Conflict Management

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感谢您的反馈

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