At SmartSites, when it comes to dealing with conflicts among board members or executives, we have found an extremely effective mechanism—that is, holding skip-level meetings. This is our opportunity to keep things solid, open, and transparent and defuse a situation that might, if allowed to fester, impact our business. It’s a chance for the staff to connect with the leadership team in a way that doesn’t involve their immediate reports. Skip-level meetings, in practice, see top executives holding one-on-one meetings with the direct reports of their direct reports. In other words, one skip. Ideally, these go on regularly. They’re a way of allowing the immediate manager's boss to be a part of the feedback loop with the front lines of the organization. But is this then a kind of monthly or quarterly job for the C-suite or executive team that fillets the organization-chart? No. That’s not at all what is happening. How this phrase became shorthand for a great idea is unclear but probably worth exploring. We cultivate a collaborative and tight work environment by keeping communication lines open and by dealing with problems while they are still small. That way, we are in a healthier place to make decisions and resolve disagreements. And being proactive means that a lot of problems don’t reach either of our desks at all because they are resolved as they happen and never bubble up to either of our circles.
Disagreements are a part of all relationships. How you handle these disagreements is key. I first start by listening, hearing out why they do not agree, and asking questions to understand their point of view better. Most of the time, they have valid points but may not have all the information. Once you find the disconnection or the why behind their disagreement, you can begin to find common ground. It also comes down to relationships. I would highly encourage building a relationship with your board and team first so that when disagreements arise, you have a solid foundation for a collaborative conversation.
Handling disagreements constructively with a board member or fellow executive often requires focusing on shared goals. Once, I faced a significant clash over the direction of a new marketing campaign. Instead of letting it escalate, I suggested a data-driven approach to settle the matter. We both agreed to run a small-scale pilot of each proposed strategy and let the results guide our decision. This defused the tension and demonstrated that our ultimate aim was the company's success. It was like deciding on a road trip route—sometimes you need to try a few paths to find the best scenery. This experience taught me that aligning on common objectives and relying on objective data can turn conflicts into productive discussions.
Navigating Executive Disagreements by Building Consensus Through Open Communication and Mutual Respect As the founder of a legal process outsourcing company, constructive handling of disagreements with board members or fellow executives is crucial for maintaining productive relationships and achieving business goals. One effective approach I've found is to prioritize open communication and mutual respect. For instance, during a strategic planning session, there was a disagreement about the allocation of resources between expanding our service offerings and investing in technology upgrades. Rather than escalating tensions, I facilitated a structured discussion where each party could voice their concerns and propose solutions. By actively listening, acknowledging differing perspectives, and focusing on shared objectives, we were able to find a middle ground that aligned with our long-term growth strategy. This experience taught me the importance of fostering a collaborative decision-making process grounded in respect and understanding, ultimately strengthening our executive team dynamics.
It's easier to resolve disagreements with fellow executives when you've invested time in the relationship previously. Think of it as building "trust equity". If you've partnered together, recognized and celebrated one another or invested so that there is some trust built, you'll have an easier time resolving problems. Every moment you spend building the relationship now will make it easier to handle disagreements with another executive later on.
The path forward is to ensure we are aligned on main goal. If so, the way to communicate is to avoid "I" and "you." If there is a larger agreed upon goal, I convert the goal into a project and therefore a project plan is needed to execute. At that point, any concerns, obstacles, risks, blockers, and other communicated items that appear to be causing conflict is peacefully and happily entered into the project plan as some activity to achieve. I have had individuals join the meeting and attempt to blow up the meeting/project by dropping as many problems as possible at once. I usually lead the meetings, so I say something along the lines of, "Thank you so much for being here and sharing your insight. Your concerns are crucial to the project success to lets break each one down into an actionable item into this shared project plan. This project plan belongs to the group so each team member can add tasks for any concerns or blockers needed." An example of this was a project I was leading where an IT executive went off the rails during the first meeting about the security of the data. I thanked him and added "review security of data and permissions" to the project plan. The goal is transparency, collaboration and suggesting great solutions to any problems other executives throw into the mix. Remove personality from all communication and focus on principles.
Navigating Executive Disputes While resolving disagreements with the board members or fellow executives, I focus on empathy and data. I would start by actively listening to their ideas while ensuring that they feel heard and respected. Then, I move forward with my viewpoints supported by concrete data and analysis. With this approach, I provide a collaborative environment, turning potential conflicts into productivity discussions. Focusing on mutual goals and the organisation’s best interest, we come to common ground and reach a consensus that drives the company forward. With this strategy not only does we resolve disputes but also strengthens professional relationships and trust among the leadership team.
Entrepreneur and CEO at Muffetta's Housekeeping, House Cleaning and Household Staffing Agency
Answered 2 years ago
When handling a disagreement with a board member or fellow executive, the first step I take is to actively listen and empathize with their perspective. By giving them the space to express their views fully, I demonstrate respect for their opinion and create a foundation for a constructive dialogue. This approach helps to de-escalate any tension and opens the door to a more collaborative discussion. Next, I focus on finding common ground. Identifying shared goals and values can serve as a foundation for building a mutually acceptable solution. By emphasizing our common objectives, such as the company's long-term success and growth, I can steer the conversation toward areas of agreement, which often makes it easier to navigate the points of contention. Finally, I ensure that our discussion is data-driven and grounded in objective information. Presenting facts, figures, and relevant research helps to shift the conversation from personal opinions to evidence-based decision-making. This approach not only adds credibility to my position but also encourages a more rational and less emotionally charged discussion. By combining empathy, common ground, and data, I can effectively manage and resolve disagreements in a constructive manner.