Your team is divided on program objectives. How do you navigate conflicting priorities effectively?

I usually run a daily standup with my delivery leads irrespective of the delivery methodology we have chosen. This allows the programme to stay aligned regarding objectives and blockers to those objectives whilst also allowing quick course correction should there be any deviation.

Facilitating open communication and prioritizing common goals can unify team members and drive cohesive progress. By ensuring all perspectives are valued and aligned with the organization's mission, conflicts are minimized, and the team can work collaboratively towards shared objectives. This approach fosters a sense of inclusion and mutual respect, ultimately enhancing productivity and morale.

A proven method, particularly when working with a passionate team, is shifting focus back to the problem. Write the following question on a whiteboard — What is the problem we are trying to solve? Focusing on the problem realigns the team towards a common goal. Draft a problem statement with the team. Then, solicit the group to gather facts in one column and assumptions in another. Next, generate options. Capture their different ideas. Then, we scrutinize each option as a group in terms of risk & reward to ID an optimal solution path. Lastly, I say that I appreciate their insight and would like to sleep on the decision. I weigh the input, make the call, then share the decision with the team. I ask them to get behind it.

I am assuming that I have a boss above me. That's how I align objectives. My team has to support the boss's objectives. That is how organizational performance plans are written. Like Russian nesting dolls. I have no problem with members of my team having little side projects that interest them. But, these must always take second place to the overarching priorities laid out in our annual performance plan. As the guide next to this element says the team needs to see the "big picture." If they don't then you need to "figuratively" pull them by the ear back on the right road.

One thing I have found very helpful is to spend the time building a shared vision and ways of working document with the team. This allows contribution and collaboration to determining what the team is aspiring to achieve and enables the leader and team member to drive clarity and accountability in how each role will contribute and be successful. This cascade down effect enables alignment in shared objectives as well as building a sense of belonging and purpose at the individual level on how they can do their best work to contribute to the success of the team.

In my experience the conflicting priorities always had one thing common - It was not aligned upfront from the top! It needs to come from the very top and should be non-negotiable once agreed. Priorities may change but a clear and continuous communication is a must have. It could as simple as always starting reviews with status on program priorities / objectives.

Drafting the project charter/objective as the first step in project execution helps to communicate the big picture to the team. Whenever there are conflicts during the execution, the team shall review the project charter and course correct in order to move in the right direction. Many a times, that we are in the wrong direction, is realised at the advanced stage of the project, costing time and manpower to correct and take recourse.

I actually agree with this perspective objectives give direction of the institution, if they are not aligned properly with company vision, you risk loosing it. Everyone should align and achieve intended goals

En el sector público las prioridades pueden cambiar rápidamente dependiendo del contexto como, por ejemplo, nueva regulación, sentencias, acciones sociales, urgencia manifiesta de impacto social; en consecuencia, es importante que el líder brinde constantemente orientación y de criterios de priorización, también es importante formar a personas del equipo para desarrollar la capacidad de analizar impactos y tiempos para priorizar tareas.

Prioritizing effectively prevents the last-minute scramble as key deadlines approach. To prioritize the tasks in hand we can go with Eisenhower Matrix, which is widely used across the industry. A quick gist is listed below. Urgent and Important: Focus on tasks that fall here first. Important but Not Urgent: Schedule these tasks with clear deadlines. Urgent but Not Important: Delegate or streamline these tasks. Neither Urgent nor Important: Consider dropping or postponing these tasks

Prioritize Tasks: Effective Program Management Assess Objectives: With aligned goals, determine which are critical for program success. Set Priorities: Decide the order of tasks based on their importance and urgency. Be Transparent: Clearly explain the criteria used for prioritization. Involve the Team: Engage team members in the prioritization process to gain their input and buy-in. Foster Support: Ensure everyone understands and supports the established priorities.

Prioritizing the tasks should depend on 2 factors: 1- Stakeholders direction and priorities. 2- Team capabilities and tools. Once the above points are clear we can put the priorities in the correct order.

Seek input from key stakeholders: Gain external perspectives from stakeholders outside of your team to help inform decision-making and provide valuable insights on how to navigate conflicting priorities.

There are several steps you can follow to facilitate the dialogue. Creating a safe space for everyone to share ideas. Encouraging active listening. Asking open-ended questions. Summarizing key points. Managing time effectively. Maintaining neutrality. Building trust and rapport. Group Activities. Managing conflicts. Use whiteboards to clarify complex ideas/also helps for group discussions. By implementing these strategies, you can create a dialogue that is both informative and productive.

Listening to understand what is causing the team disconnect would be the first action necessary in such situations. Creating a safe environment where team members can share their POV and concerns is a must. Without this step, all else will be a bandaid.

Most of the times we have solutions on paper as part of the overall plan, the failure happens in the quality of execution, then we need to have a detailed checklist on implementing solutions and what is the expected behaviour of the solution, does it meet the criteria in the planning stage

This whole question and how it is laid out is flawed. The program is one person’s charge the Program Manager! He will execute the program according to the contract and how it was bid. There will be no conflict or flows from the PM to the Technical Leads to the staff. No argument and no discussion no alternative. The issue brought is what loses a program and government confidence in the company.

Navigating Conflicting Priorities: A Project Manager's Guide Conflicting priorities can derail even the best-laid plans. As a project manager, I've found that effective navigation requires a structured approach. Key steps: Understand: Delve into team members' perspectives to identify the root of conflicts. Align: Find common ground and establish shared goals. Prioritize: Determine critical tasks based on strategic importance. Communicate: Foster open dialogue and collaboration to find solutions. Implement: Create an action plan with clear responsibilities and deadlines. Remember, flexibility and continuous monitoring are essential for successful execution.

5 key management steps to implement solutions effectively: Detailed Action Plan: Clearly outline responsibilities & set deadlines, ensuring each team member understands their role and its contribution to the overall objectives. Communicate Roles & Objectives: Meet to explain the plan, ensuring everyone knows their part and the significance of their contributions. Regular Follow-ups: Schedule check-ins to monitor progress, address obstacles, and provide support, keeping everyone accountable. Flexibility & Responsiveness: Adjust as needed, stay open to feedback, and be ready to pivot strategies if necessary. Encourage Accountability: Foster a culture of ownership, recognising and rewarding those who meet or exceed expectations.

I'm not sure the "track progress" approach is all the author is looking for. My take is that your Executive Sponsor's objectives need to be clarified, socialized, and scrutinized for departures of support among the team. If the question is "tactically, how do I make sure everyone is on track" if the question is at the project level, and "clarify and gain support for the overall Program objectives"

Navigating conflicting priorities is a complex challenge that requires patience, empathy, and effective leadership. We can increase our chances of success and foster a more collaborative and productive team environment.

There are many steps for monitoring the progress, but for me I like to automate it and make it clear and easy by doing the following: 1- Make SMART KPIs in order to limit and minimize the mistakes ratios. 2- Develop a centralized Dashboard that is reviewed and updated continuously in order to make a clear documentation. 3- Analyzing the progress to make quick adjustments if needed.

Start by facilitating an open discussion with the team to understand each members perspective and concerns. Encourage active listening and seek to find common ground among the differing viewpoints. Consider conducting a brainstorming session to generate innovative solutions that can help reconcile conflicting priorities. It may also be beneficial to establish clear goals and priorities for the project and involve team members in the decision-making process to foster buy in and alignment. Communication is key ensure ongoing communication channels are open to address any emerging issues and keep the team informed of progress.

In the spirit of agile OKRs - objectives and key results are instrumental and might be more helpful then just KPIs. I always find it useful to remind the team, that the strategically set direction is more important than miles travelled. As soon as it is set, metrical based performance tracking can be started