Sua equipe executiva está em desacordo sobre prioridades. Como encontrar um terreno comum e avançar de forma eficaz?

Aligning priorities to the organization's strategic goals is the first step. Second, when there are competing priorities (and there always are), it is important to provide data and insight as to which project or initiative will provide the most impact, whether in terms of incremental revenue or reducing costs.

Start by methodically evaluating each executive's stance on the priorities at hand. Listen attentively to their arguments, considering the underlying motivations and potential impact on the business. This isn't just about hearing each side; it's about understanding the nuances of their perspectives. By acknowledging the validity in each viewpoint, you create an environment of respect that is conducive to collaboration. This step is about gathering information, not making judgments.

Según mi experiencia, una manera de acercarse efectivamente a la introducción de nuevas ideas o prioridades es entender cuales son , desde el punto de vista del equipo, las suyas. No es fácil! es un ejercicio que demanda habilidades de escucha y hasta de humildad ya que no necesariamente, lo que los miembros del equipo piensan es lo mismo que el jefe! Promover discusiones abiertas, donde todos se sientan comodos de expresar su opinión es una tarea que puede llevar tiempo, pero los resultados son relaciones de confianza y respeto mas sólidas.

Start by conducting individual and group discussions to thoroughly understand each member's viewpoint and reasoning. Use tools like surveys or anonymous feedback to gather honest opinions. Facilitating open and respectful dialogue helps identify shared goals and values, making it easier to align on a unified path forward.

“Clarity as to Team Goal” play a significant role in the prioritizing of task. Teams often consist of people with a wide range of skills and from various backgrounds. Here diversity plays advantageous role by delegating tasks after defining team goal to the right person or people. Goal need to be broad objectives that all team-mates can agree upon, such as increasing market share or improving customer satisfaction. By focusing on common goals and proper delegation, leader can create team bonding and dependency on the team member so as to shift the conversation from conflicting priorities to a shared vision for success.

There is nothing like setting a common vision for the team. One lays bricks, while another builds a cathedral, as the saying goes. I try to help my team see the importance of their work in contributing to achieving their part in the overall strategic goal of the company. Then, two things. 1) I make sure each person on the team is acknowledged for the value they bring, and 2) ensure that each person knows that they are valued and appreciated for their work. Their goal must reach beyond their immediacy. Everyone wants to be part of something bigger than themselves. When I lead a team, it's my job to get them on the same page so that they can see the beauty of working together to reach their goals.

Defining cross teams goals, where we have a sense of how these areas contribute for a company high level goals, bringing an equilibrium between the strategy, tactical and operational goals. Also, clearly demonstrating those different areas works as a gear to achieve a high level goal, where they play a relevant part of that

“Correct Prioritisation of Task is half work done” is the mantra one need to adopt, specially after setting of Team’s common goals and proper delegation among the team-mates. Prioritising the tasks help you achieve them easily as team works in synchronisation with each other. Prioritizing tasks together ensures that everyone has a stake in the outcome and that the path forward is one of collective effort.

With common goals set, the next step is to prioritize the tasks that will help achieve them. Balance short-term wins with long-term strategies. Encourage your team to focus on actions with the most significant impact, compromising on less critical items. Prioritizing tasks together ensures everyone has a stake in the outcome and that the path forward is a collective effort.

There are tasks more complicated then others, but I would stick with few tasks (maximum 3) that has more relevance and impact, aligned with the company strategy. Balancing the short and long terms goals.

Una vez que se cuenta con objetivos claros. La tarea de priorizar tareas se vuelve mas simple. Pues haciendo una evaluación cualitativa y cuantitativa podemos definir objetivamente que tareas tienen el mayor impacto sobre los objetivos, así como entender las correlaciones y encadenamientos que pudieran existir entre las actividades, y definir un plan para su ejecución.

Executive dialogues and discussions around key strategies are best done in a setting that institutionalizes frequent open discussion with the relevant external experts and key internal stakeholders. Execution and follow up goals should be within the responsible management division.

Fostering open and continuous dialogue is crucial for maintaining alignment and addressing issues. Encourage your team to engage in honest, constructive conversations. This ongoing communication helps resolve immediate disagreements and builds a foundation for handling future conflicts. A culture of open dialogue keeps your team connected and informed as you work towards common goals.

Establish an alignment working session, where the teams come prepared, open to new ideas and with good intention behind a more hard discussion. Also, an aggressive communication never works and the executive needs to be a facilitator in this whole process.

Dialogue is valuable, as long as it includes all the correct stakeholders… and don’t forget to include your clients (and/or) prospects into this dialogue as well. We’ve all see or been part of efforts that turned out to be great solutions but completely missed meeting the need of the market.

Desde la perspectiva del modelo Cognitivo de aprendizaje, todos somos maestros y aprendices. Y esto puede ser comprobado en un ejemplo tan real como las audiencias del board de una compañía. Si la comunicación entre los miembros fluye con naturaleza, las ideas van haciendo "build-up" con las experiencias de todos. En cambio si los que se presentan a la sesión son los egos de los miembros, es muy probable que sin un diálogo fluido, las ideas disruptivas no surjan.

Define clear communication cadences, with roles and responsibilities, with implementation status report, with risks and mitigations plans. Ensure that we all have the stakeholders buy in.

After thorough discussion and consensus-building, it's time to implement the decisions made by the team. Clear communication of action plans and responsibilities is essential. Ensure each executive understands their role in executing the agreed-upon priorities. Effective implementation demonstrates the team's ability to collaborate despite initial differences, setting a positive example for the entire organization.

No hay una perdida de tiempo más grande que un plan que no se ejecuta. Definir un plan con un buen nivel de análisis y detalle, requiere la intervención de varios miembros de equipos multidisciplinarios, se necesita un alto nivel de coordinación y el esfuerzo de todos para que los planes se cumplan. Pero si las decisiones no se ejecutan, el plan habrá quedado como cualquier promesa sin cumplir.

Attribute mapping is a powerful technique for decision-making that helps merge diverse ideas effectively. Start by identifying key attributes or criteria relevant to the decision at hand, such as cost, feasibility, and impact. Plot each idea on a matrix based on these attributes to visualize strengths and weaknesses objectively. This method facilitates comparison and enables leaders to synthesize different perspectives, ultimately leading to informed decisions that balance various considerations.