How Do You Constructively Handle Disagreements?
Navigating the choppy waters of executive disagreements requires both tact and strategy. We've gathered six invaluable insights from CEOs and Founders on how to handle conflicts with board members or fellow executives. From using data-driven pilots to finding common ground through listening, discover how top V-level executives constructively resolve disputes.
- Use Data-Driven Pilots to Resolve Conflicts
- Build Trust Equity with Executives
- Foster Open Communication for Consensus
- Transform Goals into Collaborative Project Plans
- Find Common Ground Through Listening
- Hold Skip-Level Meetings for Transparency
Use Data-Driven Pilots to Resolve Conflicts
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.
Build Trust Equity with Executives
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.
Foster Open Communication for Consensus
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.
Transform Goals into Collaborative Project Plans
The path forward is to ensure we are aligned on the 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 are 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's success, so let's break each one down into an actionable item in 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.
Find Common Ground Through Listening
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.
Hold Skip-Level Meetings for Transparency
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 to 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.
