You're facing a clash between two top executives on your team. How will you steer towards a resolution?

A great starting point is to bring to the surface how the clash affects the whole team. Nothing is worse than appearing to have two directions to follow, it puts the team members in a challenging space where they have to both protect their jobs, their concept of loyalty and often what they feel is right or wrong. No surprise, start a dialog, be the sounding board for the issues, ask questions, try to get each to see the others perspectives, then bring in your own (or other experiences) to find the path forward. As long as the conflict exists, the business is really stalled and it is risky to continue to do work if it is likely on the wrong path as back pedaling is an awful reality of poor management and team dynamics.

Um den Zusammensto? zwischen den beiden Top-Führungskr?ften zu l?sen, werde ich zun?chst Einzelgespr?che mit beiden führen, um ihre Perspektiven und Anliegen zu verstehen. Danach organisiere ich ein gemeinsames Treffen, bei dem wir die Probleme offen diskutieren und gemeinsam nach L?sungen suchen. Dabei ist es wichtig, klare Ziele und Verantwortlichkeiten zu definieren, um Missverst?ndnisse zu vermeiden. Ich werde neutral bleiben und eine faire sowie respektvolle Kommunikation f?rdern. Schlie?lich werde ich regelm??ige Nachbesprechungen einführen, um sicherzustellen, dass die Vereinbarungen eingehalten werden und keine weiteren Konflikte entstehen.

Remain calm and objective Understand both perspectives in order to identify the root causes of the conflict and potential areas of agreement Identify the key issues in order to prevent misunderstandings and ensure the focus is on the most critical aspects Seek common ground between the two executives (shared goals and interests) Encourage open communication in order to ensure that everyone's voice is heard Foster a collaborative mindset focusing on finding a solution that benefits the team and the organization as a whole Explore alternative solutions that meet the needs of both parties Make a decision once a solution has been identified Follow up and evaluate with both executives to ensure that the solution is working effectively

It is crucial that clashes happen behind closed doors. Even if the managers cannot agree, it is their responsibility to stand united in front of the teams. Managers must lead by example. If they cannot do that, their boss must explain that a "public fight" is not an option. It destroys the team spirit. It is often helpful to tell the managers in the clash that it is better for to be part of the solution, not part of the problem. If they cannot, their boss must act a judge and leader and, if needed, part ways.

Speak to the team members and other stakeholders involved/affected by the conflict to understand both the reasons for the clash as well as the impact of it and also if there have been efforts in the past to resolve the clash and how they ended. Getting a holistic view of the situation, getting talking points from key stakeholders and knowing what has not worked in the past will help you steer to a possible resolution.

It is very much important to have a dialogue between two people. The clashes increase when it is merely a mail communication. We can initiate the same by having a meeting preferably face to face meeting & giving a chance to two people to express. Then we can try to bridge a gap in between two by closing concerns.We need to promote more frequent meetings to avoid raising clashes to maximum level.

Call for a meeting on an important project that all 3 of us are involved in so there is no perceived overstepping. As the tensions show themselves seize the opening to explain to get it in the open so we can move on. Explaining how the divide is being felt and has a real opportunity to stymie all the potential and progress in front of the team. Once we get everyone seeing the big picture and understanding why there was a division from both sides we are on our way probably with a new found respect.

this is most critical step; sometimes small misunderstanding can lead to measure conflict. While listening we need to understand the crux of the problem on both the sides. Once we understand core issue, resolution can be easy by communication with them separately as well as together.

Dialogo, clareza e escuta . S?o primordiais para que possam pausar e criar uma ideia melhor do que está acontecendo e criar acordos que incentivem os dois a continuar o trabalho da melhor forma possível , mantendo a convivencia saudavel .

Aus meiner beruflichen Erfahrung heraus kommt aus 3er Gespr?chen heraus zumeist kein brauchbarer L?sungsansatz. Zun?chst wird es in jedem Fall notwendig sein Einzelgespr?che zu führen, um die Ursachen für die Konflikte zu finden. Anschlie?end sollte man Hinweise geben wie die entsprechenden Probleme gel?st werden k?nnen, dabei ist es wichtig immer auch zu versuchen der jeweiligen Partei die Sichtweise der anderen darzulegen. Danach muss in weiteren Gespr?chen der Versuch unternommen werden, zumindest eine Partei dazu zu bewegen den ersten Schritt zu machen und auf die andere Streitpartei zuzugehen. Nur über diesen Weg besteht eine M?glichkeit den Streit nachhaltig und dauerhaft beizulegen

Probleme zwischen Top-Führungskr?ften sind meist immer eine Summation vieler Dinge, die sich aufgestaut haben. Viele Top Führungskr?fte sind zumeist auch Alpha’s. Insofern geht es fast immer auch um den Führungsanspruch zu einem Thema, um Status und Macht. Gerade Top- Führungskr?fte neigen oft dazu Ihre Interessen in den Vordergrund zu stellen und vergessen, dass grunds?tzlich, gerade in der Funktion, immer die Interessen der Firma in den Vordergrund zu stellen sind. Hieran muss die darüberliegende Führungskraft immer wieder auch erinnern, sonst kann eine Firma nicht erfolgreich sein. Auch die Vorbildfunktion wird immer mal wieder schnell vergessen, wenn der Modus “durchsetzen” bei der Führungskraft aktiviert ist.

I find that underlying interests or agendas have a huge impact on behavior. A simple example would be one executive showing support for another’s initiative hoping to receive the same support for their own. Underlying interests or agendas erode trust and trust is a critical component to any team. The challenge is that identifying underlying interests is not always easy to do, sometimes the executives themselves don’t realize that their positions are being influenced by an underlying interest. Consistently promoting transparency, creating a safe environment for communication, and making time to understand the needs of your team help to better identify underlying influences.

I think the most important part of identifying interests or issues is to make sure you have the ROOT topic before moving into discussion and solving. Being on the same page about what to discuss and solve will prevent any "bandaid" solutions!

To resolve the clash between executives, it is essential to identify the underlying interests and needs of each individual involved. By understanding what drives their perspectives and actions, it becomes easier to find common ground, facilitate compromise, and work towards a mutually beneficial solution. This approach can help address the root causes of the conflict and create a foundation for sustainable resolution.

Beneficial outcomes, rest with newness of Ideas for the business, vital for business continued success, capacity to engage in the introduction of new processes, products, and ideas in the organization business - new ways, different ways, evolved, re-visualized, different markets, cultures, societies, communities - revisited. Shared understanding, partnership, where Firm interests are articulated, more so than defined, as the consumer’s perception of an enduring Firm capability. This, the result in novel, creative, and impact-able ideas and solutions. With this critical need to mutual adopt and retain a degree of strategic flexibility. plus develop its core competences, including calculated risk-taking, mutually beneficial outcomes.

After identifying the interests at play, the conflicting executives should engage in a collaborative brainstorming session to generate potential solutions. This approach allows them to leverage their different perspectives and insights to develop innovative and mutually beneficial resolutions that address their underlying needs.

Establish a framework where both parties provide inputs Set expectations for both parties work on agreed framework to avoid future conflicts.

Managers should always remember: It is there task to find a SOLUTION. This does NOT necessarily mean one must CONVINCE the other. Keeping that in mind is helpful to avoid a winner-loser-feeling.

I agree that exploring mutual beneficial goals is the best solution. This will help both parties to understand each other and focus in a common direction though the path used by each is different

Once you know the root causes of the pain and the conflict, find out the proper solution. As I already mentioned that being an executive leader, you need to embrace the solution which will be Win-Win in nature. If possible, try to involve both of them in the process of solutioning. If you could do this - then the derived solution will be well accepted by them and both of them will be happy to accept that solution. This way you will be able to foster a collaborative environment and an environment of trust.

Diese Vorgehensweise setzt voraus, dass die Parteien grunds?tzlich für Fakten erst einmal zug?nglich sind und der Streit nicht daraus resultiert, dass es um Macht und Status geht. Unabh?ngig davon muss immer erst das emotionless Problem, welches die Basis des Streites darstellt identifiziert und den Parteien klar vor Augen geführt werden. Da die Basis für Streitigkeiten grunds?tzlich zun?chst immer die Emotionsebene ist, ist hieran auch erst einmal zu arbeiten. Fakten k?nnen nach Abklingen der Emotionen, dann aber natürlich dazu beitragen, den Streitparteien zu verdeutlichen, dass es eine Führungskraft immer aufgerufen ist, erst einmal Fakten zu sichten, bevor ein Streit begonnen wird.

Nicht jeder Konflikt muss extra thematisiert werden! Es gibt ein sch?nes Bild: 1. Die gemeinsame Aufgabe oder Vision klar kommunizieren. 2. Verst?ndnis erzeugen, dass alle in die Se Richtung laufen müssen. 3. Wenn alle auf das gemeinsame Ziel schauen, dann haben sie keine Zeit zu schauen, wo sie ihren Mitstreitern ein Bein stellen k?nnen.

En este paso es importante apoyarse en el Deprtamento de RRHH para establecer lo siguiente: 1. Plan de acción: - Con pasos específicos que ambos ejecutivos deben seguir para resolver la confrontación y evitar futuras disputas. - Asignar responsabilidades y plazos para cada acción acordada. 2. Monitoreo continuo: - Programar reuniones de seguimiento para evaluar el progreso y ajustar el plan según sea necesario. - Mantener una comunicación abierta y proporcionar feedback constructivo regularmente. - De ser necesario y aplica ofrece apoyo adicional, como coaching o formación en habilidades de resolución de conflictos.

Depending on how serious is the conflict, my initial response is to raise awareness of each executive to about the conflict and its impact on the overall business agenda. I would encourage them to resolve their differences bilaterally. If that doesn’t happen or work, only then I would get involved. I would facilitate a conversation between the two, making sure each person is heard. I would then make them commit to a resolution agreement which they would take accountability for its implementation.

Two people clashing is a sign of trust gone from the team. It probably had been simmering for a while. Its important for them to be heard and the core issue understood and addressed. Give them cool off period and regroup when better sense prevails. Then discuss when they are Open to dialogue and resolutions

Es ist die Aufgabe der Manager den Konflikt untereinander zu l?sen. Das muss klar kommuniziert werden. Wenn sich zwei Kinder im Sandkasten streiten, sehen die Eltern auch ersteinmal zu, bevor ein Kind aus dem Sandkasten genommen wird.

If none of the above worked, consider to dig deeper to find out if there are any hidden agenda's or any reason for potential power struggle by any or both of them. Address the underlying issues individually and later in the team.