Two key executives clash during a critical decision-making meeting. How will you steer towards a resolution?

To steer towards a resolution during a critical decision-making meeting where two key executives are clashing it's essential to acknowledge the tension openly by; 1. Recognise the Tension: Acknowledge the disagreement openly, validating both executives' concerns and making it clear that their perspectives are valued. 2. Facilitate Open Dialogue: Encourage both parties to express their viewpoints fully and listen actively to each other's arguments, promoting a respectful and constructive discussion. 3. Seek Common Ground: Guide the conversation towards finding shared objectives and mutually agreeable solutions, focusing on the overall goals of the decision rather than individual positions.

"Most people do not listen with the intent to understand; they listen with the intent to reply." - Stephen R. Covey - Listen Actively: Give each executive the opportunity to express their viewpoint without interruption. - Practice active listening - pay attention to not just the words, but also the underlying concerns and motivations. - Ask clarifying questions to ensure you fully understand each perspective. - Encourage them to do the same for each other. - Summarize what you've heard from both sides to demonstrate that their points have been understood and to ensure nothing has been misinterpreted. - This process often reveals that the disagreement is less severe than initially perceived, paving the way for constructive dialogue.

Active listening is not just a technique but a fundamental approach in mediating conflicts between executives. It involves giving undivided attention, valuing input, and genuinely engaging with their perspectives. This practice builds trust, fosters respect, gathers valuable insights, and encourages cooperation. By actively listening, you create a conducive environment for resolving conflicts and making decisions that are fair and considerate of all positions, ultimately leading to a more harmonious and productive executive team. For example, in a scenario where budget allocation is a point of contention, active listening might reveal that both executives are actually striving for efficiency but have different approaches.

You have to clearly repeat the companies point of view in thats matter and ask all related and involved tram members to find a solution which makes the customer happy and the team as well. Thats reminds the team that the customer is the most important starting point and target of success

"If you want to go fast, go alone. If you want to go far, go together." - African Proverb - Identify Common Goals: Remind the executives of the larger organizational objectives and how their roles contribute to these goals. - Often, conflicts arise from different approaches to achieving the same end. - Help them articulate their shared purpose and the common ground in their positions. - This shifts the conversation from "my way versus your way" to "our shared goal and how best to achieve it." - By focusing on what unites rather than divides, you create a foundation for collaborative problem-solving. - Remember, a team aligned on goals is more likely to find a path through disagreements.

"If you don't like something, change it. If you can't change it, change your attitude." - Maya Angelou - Explore Alternatives: Encourage creative thinking to generate new solutions that might address both executives' concerns. - Use techniques like brainstorming or scenario planning to expand the range of options beyond the initial opposing viewpoints. - Challenge assumptions and ask "what if" questions to stimulate innovative thinking. - Sometimes, the best solution isn't either of the original proposals, but a new idea that emerges from the discussion. - Your role is to create an environment where all ideas are considered, and where thinking outside the box is encouraged and valued.

You have to declare at first the customer satisfaction in the focus of the possible future solution of any problems. Thats take the pressure out of the team as the target is not who is right in this situation, no it is to show again for whom the entire organisation is working for, customer satisfaction

"Compromise is not about losing. It is about deciding that the other person has just as much right to be happy with the end result as you do." - Donna Martini - Foster Compromise: Guide the executives towards finding middle ground. - Help them identify which aspects of their positions are non-negotiable and where there's room for flexibility. - Encourage them to prioritize their concerns and be willing to make concessions on less critical points. - You might need to make the final call on some issues, but aim for a solution that incorporates elements from both perspectives. - The goal is a decision that serves the company's best interests, not individual egos.

First, foster a culture of "disagree and commit." Ensure everyone understands that no single person is always right, but that everyone will bring both right and wrong ideas to the table at times. As the CEO, you need to listen to your instincts, review the data, and then commit to a decision. After I've done this, I often consider is: "What does my head say, what does my heart say, what does my gut say?" Ideally, these are aligned. Regardless, the best course of action is to move quickly and test the hypothesis. The sooner you test it, the sooner you'll arrive at the right solution. By promoting this approach, you can navigate conflicts effectively and keep the team focused on actionable steps.

When a solution is found it is inportant to create with all team members involved an action plan and how to start and follow on step by step with all responsebilities and how it should be distributed