How do you ensure alignment when you have two senior executive stakeholders who disagree with each other on the proposed strategy and you are stuck in the middle?

This is a tricky one! First, you should assume that both stakeholders have good intent and that they’re willing to work together to resolve the issue. It’s critical to go in with a positive mindset! Then, try to create a shared fact base so that you’re all working from the same data. Once you have a shared understanding of the facts, then you can begin to build shared goals. Ask lots of questions to find shared goals between the stakeholders, and help them work towards a compromise that meets both of their goals (or at least as many of their goals as possible!)

This is tough to navigate but doable. I recommend that you actively listen to both sides. Try to meet them where they are at. To do so, you’ll need to empathetically listen to their perspectives. Identify a common ground for the executive stakeholders backed by data. It’s harder to argue against facts. Let the data help navigate the discussion and bring you to a compromise.

I also recommend that you assume good intentions. Keep stakeholders focused on the bigger picture and its associated business goals. This will only be possible with clear communication and healthy debate.

This is tough to navigate but doable. I recommend that you actively listen to both sides. Try to meet them where they are at. To do so, you’ll need to empathetically listen to their perspectives. Identify a common ground for the executive stakeholders backed by data. It’s harder to argue against facts. Let the data help navigate the discussion and bring you to a compromise.

I also recommend that you assume good intentions. Keep stakeholders focused on the bigger picture and its associated business goals. This will only be possible with clear communication and healthy debate.

Another great question, one of the most sensitive and difficult! Handling a situation where two senior executive stakeholders disagree can be challenging, but it's critical that you develop the skills to navigate these moments diplomatically to ensure alignment and build your own reputation as a bridge-builder. Some thoughts:

1. Listen actively:

   • Seek to understand the perspectives of both stakeholders. Listen to their concerns, goals, and expectations carefully. Ensuring that they feel heard and respected is your first and foremost goal.

2. Search out common ground:

   • Identify areas of agreement or shared goals. This can be a foundation for building a unified strategy and serve the broader objectives of the company.

3. Take a data-informed approach:

   • Gather and look at supporting data wherever you can. Metrics can bridge gaps between differing opinions by providing an objective basis for decision-making.

4. Facilitate a discussion:

   • Arrange a discussion where both executives can express their views openly. Facilitate the conversation to the best of your abilities, ensuring that it remains constructive and focused on finding common ground.

5. Clarify objectives:

   • Move quickly to establish a set of shared objectives, finding compromise where necessary, and ensuring alignment with the broader business goals. Make sure both stakeholders understand the potential impact on the company's success and see it the same way.

6. Highlight risks and mitigations:

   • Acknowledge and address concerns raised by each party. Help them to do the same. Discuss potential risks associated with the proposed strategy and work together to develop mitigation plans to alleviate their concerns.

7. Propose compromises:

   • Where possible, suggest compromises that incorporate elements from both perspectives. This will go a long way to demonstrating flexibility and a willingness to find solutions that benefit the organization as a whole.

8. Align with higher-level goals:

   • Remind both stakeholders of the higher-level goals of the company and how the proposed marketing strategy contributes to achieving those goals. Reinforce the importance of unity in decision-making and the downsides of divided leadership.

9. Document agreements and decisions:

   • It's critical to ensure that any agreements or decisions resulting from discussions are documented and shared with both stakeholders. This will help maintain clarity and drive accountability moving forward.

10. Iterate and adapt:

    • Be open to iterating on the proposed strategy based on feedback and changing circumstances. Flexibility can be key in navigating complex situations.

Want more? I recommend this excellent, short article from HBR on handling emotionally charged negotiations: https://hbr.org/2023/12/how-to-handle-an-emotionally-charged-negotiation?tpcc=orgsocial_edit&utm_campaign=hbr&utm_medium=social&utm_source=linkedin

When addressing alignment with executive stakeholders it is important to drive clear goals, KPIs, RACIs, and a strategy that outlines the pros and cons. This can include the following: 

1. Goal alignment: You need to align with both stakeholders up front on the core problem we are trying to solve. By driving this alignment you ensure that everyone is on the same page around the goals we are trying to achieve. Without this, your strategy won’t align.

2. Organized swimlanes: It is important to build a RACI with an ultimate decision maker, including who can make the final decision and escalation paths as needed if these two stakeholders disagree. 

3. Influencer mindset alignment: It is your job to understand their core KPIs and business needs, which you can highlight in the options you share. This includes their personal and professional drivers, which may influence their decision-making later in the process. 

4. A company-first strategy: The proposed strategy should include the pros, cons, and risks. Different leaders may assign different values to each of these areas. Ideally, you align these to your company or organization's priorities to make it easier to see from a company-first perspective. 

Ultimately, when you provide a suggested strategy, it should be the one that provides the overall company with the least amount of risk meeting the core objectives you agreed to solve for. If needed, you can use the escalation paths in your RACI, but ideally, doing the upfront alignment will be needed less often.