You're facing a clash between two top executives on your team. How will you steer towards a resolution?

A great starting point is to bring to the surface how the clash affects the whole team. Nothing is worse than appearing to have two directions to follow, it puts the team members in a challenging space where they have to both protect their jobs, their concept of loyalty and often what they feel is right or wrong. No surprise, start a dialog, be the sounding board for the issues, ask questions, try to get each to see the others perspectives, then bring in your own (or other experiences) to find the path forward. As long as the conflict exists, the business is really stalled and it is risky to continue to do work if it is likely on the wrong path as back pedaling is an awful reality of poor management and team dynamics.

Um den Zusammenstoß zwischen den beiden Top-Führungskräften zu lösen, werde ich zunächst Einzelgespräche mit beiden führen, um ihre Perspektiven und Anliegen zu verstehen. Danach organisiere ich ein gemeinsames Treffen, bei dem wir die Probleme offen diskutieren und gemeinsam nach Lösungen suchen. Dabei ist es wichtig, klare Ziele und Verantwortlichkeiten zu definieren, um Missverständnisse zu vermeiden. Ich werde neutral bleiben und eine faire sowie respektvolle Kommunikation fördern. Schließlich werde ich regelmäßige Nachbesprechungen einführen, um sicherzustellen, dass die Vereinbarungen eingehalten werden und keine weiteren Konflikte entstehen.

Begin by evaluating the impact of the conflict on the team and organization. Determine how the clash is affecting productivity, morale, and the achievement of strategic goals. During my tenure as a CEO/COO in the construction industry, I found it essential to quantify the impact of such conflicts to prioritize resolution efforts. Understanding the gravity of the situation helps in addressing it with the appropriate level of urgency and resources.

Remain calm and objective Understand both perspectives in order to identify the root causes of the conflict and potential areas of agreement Identify the key issues in order to prevent misunderstandings and ensure the focus is on the most critical aspects Seek common ground between the two executives (shared goals and interests) Encourage open communication in order to ensure that everyone's voice is heard Foster a collaborative mindset focusing on finding a solution that benefits the team and the organization as a whole Explore alternative solutions that meet the needs of both parties Make a decision once a solution has been identified Follow up and evaluate with both executives to ensure that the solution is working effectively

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It is very much important to have a dialogue between two people. The clashes increase when it is merely a mail communication. We can initiate the same by having a meeting preferably face to face meeting & giving a chance to two people to express. Then we can try to bridge a gap in between two by closing concerns.We need to promote more frequent meetings to avoid raising clashes to maximum level.

Call for a meeting on an important project that all 3 of us are involved in so there is no perceived overstepping. As the tensions show themselves seize the opening to explain to get it in the open so we can move on. Explaining how the divide is being felt and has a real opportunity to stymie all the potential and progress in front of the team. Once we get everyone seeing the big picture and understanding why there was a division from both sides we are on our way probably with a new found respect.

this is most critical step; sometimes small misunderstanding can lead to measure conflict. While listening we need to understand the crux of the problem on both the sides. Once we understand core issue, resolution can be easy by communication with them separately as well as together.

Dialogo, clareza e escuta . São primordiais para que possam pausar e criar uma ideia melhor do que está acontecendo e criar acordos que incentivem os dois a continuar o trabalho da melhor forma possível , mantendo a convivencia saudavel .

Initiate a private and neutral meeting with both executives to open a dialogue. Encourage them to express their perspectives and concerns without interruption. In my experience, creating a safe space for open communication is crucial for uncovering the root causes of the conflict. For example, during a dispute between project leads on a major infrastructure project, I facilitated a conversation where both parties could air their grievances and begin to understand each other's viewpoints.

I find that underlying interests or agendas have a huge impact on behavior. A simple example would be one executive showing support for another’s initiative hoping to receive the same support for their own. Underlying interests or agendas erode trust and trust is a critical component to any team. The challenge is that identifying underlying interests is not always easy to do, sometimes the executives themselves don’t realize that their positions are being influenced by an underlying interest. Consistently promoting transparency, creating a safe environment for communication, and making time to understand the needs of your team help to better identify underlying influences.

Probleme zwischen Top-Führungskräften sind meist immer eine Summation vieler Dinge, die sich aufgestaut haben. Viele Top Führungskräfte sind zumeist auch Alpha’s. Insofern geht es fast immer auch um den Führungsanspruch zu einem Thema, um Status und Macht. Gerade Top- Führungskräfte neigen oft dazu Ihre Interessen in den Vordergrund zu stellen und vergessen, dass grundsätzlich, gerade in der Funktion, immer die Interessen der Firma in den Vordergrund zu stellen sind. Hieran muss die darüberliegende Führungskraft immer wieder auch erinnern, sonst kann eine Firma nicht erfolgreich sein. Auch die Vorbildfunktion wird immer mal wieder schnell vergessen, wenn der Modus “durchsetzen” bei der Führungskraft aktiviert ist.

Move beyond positions to identify the underlying interests and needs of each executive. Understanding what each person truly values or fears can reveal common ground. For instance, I discovered that a clash between two department heads was rooted in shared concerns about resource allocation, which helped in finding a mutually acceptable solution.

I think the most important part of identifying interests or issues is to make sure you have the ROOT topic before moving into discussion and solving. Being on the same page about what to discuss and solve will prevent any "bandaid" solutions!

To resolve the clash between executives, it is essential to identify the underlying interests and needs of each individual involved. By understanding what drives their perspectives and actions, it becomes easier to find common ground, facilitate compromise, and work towards a mutually beneficial solution. This approach can help address the root causes of the conflict and create a foundation for sustainable resolution.

After identifying the interests at play, the conflicting executives should engage in a collaborative brainstorming session to generate potential solutions. This approach allows them to leverage their different perspectives and insights to develop innovative and mutually beneficial resolutions that address their underlying needs.

Brainstorm potential solutions that address the interests of both parties. Encourage creativity and collaboration in this process. By involving the executives in generating solutions, you increase their commitment to the chosen path. For a complex project dispute, I once facilitated a workshop where both sides proposed and refined solutions, leading to a cooperative strategy that leveraged each executive's strengths.

Managers should always remember: It is there task to find a SOLUTION. This does NOT necessarily mean one must CONVINCE the other. Keeping that in mind is helpful to avoid a winner-loser-feeling.

I agree that exploring mutual beneficial goals is the best solution. This will help both parties to understand each other and focus in a common direction though the path used by each is different

Once you know the root causes of the pain and the conflict, find out the proper solution. As I already mentioned that being an executive leader, you need to embrace the solution which will be Win-Win in nature. If possible, try to involve both of them in the process of solutioning. If you could do this - then the derived solution will be well accepted by them and both of them will be happy to accept that solution. This way you will be able to foster a collaborative environment and an environment of trust.

Establish a clear decision-making framework to evaluate the proposed solutions. Consider factors such as feasibility, impact on the team, alignment with organizational goals, and long-term sustainability. I have used structured decision matrices in the past to objectively assess options, ensuring that the final decision is balanced and well-informed.

Diese Vorgehensweise setzt voraus, dass die Parteien grundsätzlich für Fakten erst einmal zugänglich sind und der Streit nicht daraus resultiert, dass es um Macht und Status geht. Unabhängig davon muss immer erst das emotionless Problem, welches die Basis des Streites darstellt identifiziert und den Parteien klar vor Augen geführt werden. Da die Basis für Streitigkeiten grundsätzlich zunächst immer die Emotionsebene ist, ist hieran auch erst einmal zu arbeiten. Fakten können nach Abklingen der Emotionen, dann aber natürlich dazu beitragen, den Streitparteien zu verdeutlichen, dass es eine Führungskraft immer aufgerufen ist, erst einmal Fakten zu sichten, bevor ein Streit begonnen wird.

Nicht jeder Konflikt muss extra thematisiert werden! Es gibt ein schönes Bild: 1. Die gemeinsame Aufgabe oder Vision klar kommunizieren. 2. Verständnis erzeugen, dass alle in die Se Richtung laufen müssen. 3. Wenn alle auf das gemeinsame Ziel schauen, dann haben sie keine Zeit zu schauen, wo sie ihren Mitstreitern ein Bein stellen können.

Implement the chosen solution with clear action steps and timelines. Monitor progress and provide support to ensure adherence and resolve any emerging issues. After resolving a significant conflict over project management approaches, I regularly checked in with the involved executives to ensure that the agreed-upon changes were effective and to address any new concerns promptly. Following through reinforces commitment to the resolution and demonstrates leadership accountability.

Two people clashing is a sign of trust gone from the team. It probably had been simmering for a while. Its important for them to be heard and the core issue understood and addressed. Give them cool off period and regroup when better sense prevails. Then discuss when they are Open to dialogue and resolutions

Depending on how serious is the conflict, my initial response is to raise awareness of each executive to about the conflict and its impact on the overall business agenda. I would encourage them to resolve their differences bilaterally. If that doesn’t happen or work, only then I would get involved. I would facilitate a conversation between the two, making sure each person is heard. I would then make them commit to a resolution agreement which they would take accountability for its implementation.

Es ist die Aufgabe der Manager den Konflikt untereinander zu lösen. Das muss klar kommuniziert werden. Wenn sich zwei Kinder im Sandkasten streiten, sehen die Eltern auch ersteinmal zu, bevor ein Kind aus dem Sandkasten genommen wird.

If none of the above worked, consider to dig deeper to find out if there are any hidden agenda's or any reason for potential power struggle by any or both of them. Address the underlying issues individually and later in the team.