A continuación, te explicamos cómo puedes resolver los conflictos entre los gerentes de producto y la alta dirección.

To resolve conflicts between PMs and senior leadership, clear communication and alignment of objectives are crucial. Using the OKR approach, establish regular meetings to ensure both sides understand each other's perspectives. Develop shared OKRs that align the PM's initiatives with the strategic goals of leadership, fostering a unified direction. Data-driven decision-making is essential; use analytics to provide clear insights and support decisions with factual information, reducing misunderstandings. Encourage collaborative problem-solving sessions to find solutions that meet both operational and strategic needs. This structured approach ensures alignment, reduces conflicts, and promotes a cohesive effort towards achieving common goals.

Driving product alignment from bottom up and leadership view is critical - Open dialogue is important to reveal common ground. - Acknowledge leadership pressures and show how your product goals align with company objectives. - Provide clearly outlined options with assessments to drive decision across the stakeholders.

The main reason for conflict is lack of transparency and communication. To resolve it as a PM - Over communicate, ensure your voice is heard. - Initiate conversations and engage in a healthy conversation - Ask for clarity in leadership directives and ensure there is a path to measure success. - Back everything with context and data.

While we all strive towards common objectives, the paths to achieving them can vary, as can our prioritization of steps. Therefore, it is essential to maintain a clear focus on 'One Goal and One Outcome' in our collective consciousness. Conflicts can be beneficial, fostering diverse thought processes and generating innovative ideas that lead to exceptional products. It is crucial to possess the knowledge and skills necessary to effectively communicate and persuade our managers that despite differing perspectives, we are ultimately aiming for the same goal for our clients. Open communication plays a pivotal role in resolving conflicts amicably. This is my perspective on addressing conflicts in a professional setting.

Who is making the decision? Who are your sponsors? Before you can understand the goals you have to map out your RACI. Once you get that visualisation, vet it with other stakeholders.

As a PM Lead, I use the LPs to resolve conflict with senior leadership: Disagree & Commit: Clearly state your reasoning with data & user insights (Have Backbone). Once a decision is made, fully commit to execution Customer Obsession: Focus on the ultimate benefit to customers. Frame your argument around how the solution best serves them. Think Big: While respecting leadership's direction, propose alternative approaches with potentially bigger wins. Data & Metrics: Back your arguments with data & relevant metrics to build a strong case. Earn Trust: Foster open communication & proactively address concerns. Escalate When Needed: If an impasse persists, involve a mediator to facilitate a productive discussion.

To me, effective communication is one side of a coin while the other is active listening. To communicate clearly and effectively, it's important to keep an eye on the recipient for cues. Now, when it comes to communicating with a senior colleague, your choice of words matter a lot. A lot of factors come to play here: - work environment - work culture - individual culture of the seniors involved. These influence your choice of language/words. Remember, they are senior stakeholders with vested interest and you don't want to be on their bad side. Research your words carefully before use. Present documented reports, facts and figures. Make that connection between customers and company ROI.

Leaders should model transparency by sharing information openly and explaining the reasons behind decisions. This sets the tone for the rest of the organization. The company should also work on building a culture of proactive communication by having regular update meetings and communications to keep everyone informed about the latest developments, decisions, and plans. They can also ensure that relevant parties have an early preview of the decision-making process. Early involvement helps gather diverse perspectives and fosters a sense of ownership and alignment.

I agree with Chimdimma Nwachukwu! Clear communication is key, but sometimes it feels like talking we are past each other, especially with senior leadership. Active Listening is the key! It's not just hearing words; it's catching the vibe – body language, tone, and unspoken concerns. Don't be shy! Ask clarifying questions. Show them you're interested by asking clarifying questions. This builds trust and helps you address the real issues, not just surface disagreements. Think 'Clarification Champion', not 'Argument Winner'. By listening actively, Product Managers can bridge the gap and turn conflicts into collaborative discussions.

- Solving conflict situation is possible without hard feeling only with effective and open communications. - To understand all open points and understand the target issue properly instead of vague rehearsal. - Open positive discussion from all side with acceptable and positive behavior. - Understand product goal and align the thinking and resolution in that direction.

Start by understanding both sides' perspectives and identifying common goals to create a collaborative atmosphere. Prioritize the issues based on impact and urgency, and propose middle-ground solutions that balance the needs of both parties. Facilitate open communication through regular meetings, and document agreements to ensure clarity and accountability. If conflicts persist, consider neutral mediation to reach a mutually beneficial agreement. This approach helps navigate conflicts and align on solutions that meet the company's objectives effectively.

- Often both parties in discussion have some points which are useful in general for product or process. - Targeting an issue to resolve it with effective measures can be done with compromise often with few points to take from each side. - There are often better ways to solve an issue, understanding and discussing over how each solution point can help achieve overall goal can be useful. - All view points are discussed and final solution or process defined with some compromise considering final goal and impact is necessary.

I've found that compromising wisely is key, especially when helping folks enter product management. When conflicts arise, I advise them to identify which aspects of the product strategy are negotiable and which are non-negotiable due to user needs or technical constraints. I teach them to offer alternative solutions that still achieve the core objectives of both parties. By framing compromises as strategic decisions rather than concessions, it highlights how these choices benefit the overall goals of the organization.

Sometimes Senior Leadership has a perspective that a Product Manager may not. Sometimes it isn't based in data, it is based in the conversations and the rooms they have been in. Now the senior leader does need communicate that to the Product team, however sometimes both need to also compromise in a way that will support both visions.

I've been helping folks enter product management by showing them how to leverage advocates within the organization. These are colleagues in different departments who understand the value of your product strategy. They can offer insights into leadership's priorities and help present your case in a way that aligns with those priorities. Having allies in strategic positions can be instrumental in turning the tide in your favor during a conflict, bridging the gap with senior leadership, and supporting your perspective.

1. Well the first step is to identify advocates that will help you navigate through the conflict. 2. Build an understanding with your advocate by presenting compelling arguments on why your view point benefits the customer, meets the KPIs, provides competitive advantage. 3. Facilitate collaboration by empowering your advocate to encourage an open dialogue, present your viewpoints and seek compromises. Change is never easy especially when it comes to traditional ways of decision making. Data usually backs up most decisions but in some cases one needs to work with a change champion. Trust the process as it's easier to get leadership buy-in for a pilot and A/B testing a proposal rather than going down the whole conflict management route.

Regular, structured and agenda driven sessions with senior leadership can help align product managers and senior leaders. Feedback should be constructive and product managers should be encouraged to “ask for help” if they are on sticky ground. No Shane should be attached to asking for help.

Agile is about transparency! Resolving conflicts between product managers and senior leadership involves continuous feedback loops. In my experience, regularly updating leaders on progress, setbacks, and customer insights builds trust and keeps everyone informed. This transparency reduces conflicts and provides a shared data foundation for decision-making. When disagreements arise, referring to this data fosters objective discussions. Structured feedback sessions encourage constructive dialogue and mutual understanding, ensuring alignment and collaboration between product managers and leadership. Commit to continuous feedback for effective conflict resolution and strong collaboration.

- Feedback loop is always important aspect in all situations and day to day processes. - Continuous feedback for each side is necessary to understand how well the proposed solution is working for product or process. - It will help to check deviations and adapt if necessary.

Planning for the future is key to resolving conflicts between product managers and senior leadership. Establish protocols for handling similar conflicts by documenting successful resolutions and effective strategies. In my experience, creating a reference for future disputes streamlines conflict resolution. For instance, after resolving a major disagreement, we documented our approach, which fostered collaboration and respect. This proactive strategy ensures potential disagreements are resolved efficiently, minimizing disruption to product progress. Commit to planning for future conflicts to maintain a collaborative and respectful environment.

Listening to both sides and finding the truth in the conflict. Investigate the root cause of the disagreement instead of just trying to get everyone to "play nice".