Here's how you can navigate assertiveness and diplomacy in conflicts with senior leadership or clients.

Clarify Expectations: Ensure you have a clear understanding of your role, responsibilities, and the expectations of senior leadership or clients Set Boundaries: Define appropriate boundaries and limitations in your interactions. Be clear about what you can and cannot do, and communicate this effectively. Focus on Solutions: Instead of dwelling on the problem, focus on proposing solutions or alternatives Communicate Confidently: Express your views clearly and confidently, but avoid being aggressive or confrontational. Identify Shared Goals: Look for areas of agreement or shared goals. This can help bridge the gap and find mutually beneficial solutions. Compromise and Negotiation: Be open to compromise and negotiation.

Before addressing any conflict, take time to understand the needs of all parties involved, including your own. I’ve found that conflicts often arise from misaligned priorities, not direct opposition. By digging deeper into what truly matters to leadership or clients, you can better tailor your response and avoid unnecessary friction.

Quando lidamos com conflitos com líderes ou clientes, a chave é equilibrar assertividade e diplomacia; comece ouvindo com atenção, mostrando que se importa, e ao expressar suas opiniões, seja claro e direto, mas sempre com empatia; foque em encontrar soluções juntos, mantenha a calma e esteja aberto a novas ideias; um simples follow-up após a conversa pode reforçar o que foi acordado e mostrar seu comprometimento, criando conexões mais fortes e superando desafios com mais facilidade.

Timing is everything in diplomacy. Hence patience is the best quality to own or build if you want to run a successful consulting business. The right person, in the right frame of mind, in the right situation, with the right information, will take the decision in your favor.

In one of my consulting projects, a critical issue arose, but I chose to wait until after a key milestone to address it. Had I raised it earlier, it would have derailed progress. Evaluate the urgency of the conflict and consider the best time to approach it—when emotions are low and focus is high.

When presenting your case, frame it in a way that highlights shared goals. Instead of saying, "This won’t work," shift to, "Here’s how we can achieve better results." A positive framing reduces defensiveness, keeping the conversation solution-oriented. I’ve seen this simple shift in language transform a tense meeting into a productive dialogue.

Make your position known in straightforward terms, without apologies or caveats. I once had to recommend a change in strategy to a senior executive. Instead of softening my stance, I was direct yet respectful