Communicating With Stakeholders

As I continue exploring what makes high-performing teams tick, I've covered key topics like group dynamics, trust, cohesiveness, and psychological capital. In this post, I want to dive deeper into a crucial aspect of team dynamics: conflict. Conflict is inevitable in any team, even in high-performing ones. However, the difference lies in how these teams handle it. They don't shy away from conflict; instead, they have established rules of engagement and cultural practices for navigating it effectively. They embrace conflict, using it as a tool for growth and innovation—often with the support of a skilled facilitator. Here are some common types of conflict that can arise in the workplace: Conflict in Vision: Example: Disagreement over the company's long-term direction. Impact: Misaligned vision can fragment efforts and lower morale. Resolution: Facilitate discussions to align on a shared vision and involve all stakeholders in the vision-setting process. Conflict in Goals: Example: Differing objectives between departments. Impact: Can create competition rather than collaboration, leading to inefficiencies. Resolution: Establish clear, unified goals and ensure they are communicated across the organization. Conflict in Communication Styles: Example: Misinterpretations due to different communication preferences. Impact: Misunderstandings can escalate into larger conflicts. Resolution: Promote awareness of diverse communication styles and encourage adaptive communication techniques. Conflict in Values: Example: Clashes over ethical decisions or cultural values. Impact: Can lead to deep-seated animosity and ethical dilemmas. Resolution: Create a values-based culture and ensure organizational policies reflect shared values. Conflict in Resource Allocation: Example: Competing demands for limited resources. Impact: Can result in feelings of unfairness and hinder project progress. Resolution: Implement transparent and fair resource allocation processes. Conflict in Roles and Responsibilities: Example: Overlapping or unclear job roles. Impact: Can cause confusion, redundancy, or gaps in task completion. Resolution: Clearly define roles and responsibilities, and regularly review them to avoid overlap. Conflict in Work Styles: Example: Differing approaches to completing tasks or managing time. Impact: Can cause friction and reduce team cohesion. Resolution: Encourage flexibility and understanding of diverse work styles, and find common ground. Conflict in Power Dynamics: Example: Power struggles between employees or teams. Impact: Can lead to a toxic work environment and hinder collaboration. Resolution: Foster a culture of mutual respect and equitable power distribution. What other types of conflict have you encountered in teams? How did you resolve them? Share your thoughts and experiences in the comments! #teambuilding #communicationskills #peopleskills

Kiran had 8 years of experience. Sarah had 18 months. Guess who became his boss? • - - When Kiran first met me, he was frustrated and confused. "I don't understand it, Meera. I've been here longer. I know the business better. But somehow Sarah got the promotion I've been waiting for." Here's what I discovered during our first session: - Kiran treated every meeting like a surprise test. - Sarah lined up support before meetings even started. The difference? Sarah did the work before the room, not in it. • - - I taught Kiran four strategies that transformed how he operated: INFLUENCE HAPPENS BEFORE THE ROOM → Map the stakeholders who matter most → Understand their priorities and concerns   → Plant seeds in 1:1 conversations → Build alignment before you need the "yes" Example: Before asking the CFO for budget approval, Kiran grabbed coffee and asked about his month-end close concerns. He then repositioned his proposal around time savings during close periods. By meeting day, the CFO was already nodding. TURN OBJECTIONS INTO ALLIES → Ask "What would make this a win for you?" → Address concerns privately, not publicly → Give people ownership in the solution → Let them feel heard before you push forward Example: The Head of Sales always blocked ops changes. Kiran asked him privately: "What would make this easier for your team?" Sales wanted faster processing for urgent deals. Kiran built in an express lane. Sales became his biggest advocate. MAKE DECISIONS FEEL INEVITABLE → Share context that leads to your conclusion → Walk people through your reasoning → Create moments where they connect the dots → Let them arrive at your answer independently Example: Instead of saying "We need to hire," Kiran shared the numbers: "Volume is up 40%, and we're at 320 orders per week with two people who can each handle 200." His boss did the math and concluded they needed to hire. She thought it was her idea. POSITION YOURSELF AS THE STRATEGIC THINKER → Start conversations with "I've been thinking..." → Reference broader company goals in your proposals → Connect your ideas to leadership's priorities → Show you see around corners, not just straight ahead Example: Kiran connected his ops idea to the CEO's retention goal: "Adjusting our fulfillment by 2 days cuts late deliveries 30%, which hits the renewal rate target from the town hall." His SVP pulled him aside: "I need you thinking at this level more often." Two weeks later, he was invited to the quarterly C-suite planning sessions - a room he'd been trying to access for 8 years. • - - Three months later, Kiran got promoted to VP of Operations. "Before, I'd walk in hoping to persuade," he told me. "Now I walk in knowing I already have." That's influence done right. • - - If you're ready to go from "best-kept secret" to "next VP," let's talk. DM me. *Client details changed for privacy. References available for serious inquiries.

Conflict kills growth. It blocks momentum. It weakens trust. It turns teams into silos. Because: 1. It drains your energy. - This is your burnout. 2. It breaks relationships. - This is your disconnection. 3. It delays career moves. - This is your missed chance. But: Conflict isn’t the enemy. Avoidance is. Silence is. Ego is. It is not a race. Nor a battle. You need to talk through conflict... Like you're trying to solve it... Not win it. Every argument hides a hidden door: - To clarity. - To connection. - To real leadership. But only if you learn to walk through it. 8 Ways to turn Conflict into Growth: 1. Build the Team - Say: “Let’s handle this side by side.” - Focus on solving, not blaming. - Create a sense of “us” instead of “me vs. you.” 2. Be open to their Perspective - Ask: “Can you walk me through how you see this?” - Listen without preparing your response. - Let their view expand your own. 3. Look for Clarity - Ask: “What outcome are we really aiming for?” - Zoom out to see the bigger picture. - Cut through the noise to find the real issue. 4. Build the Trust - Say: “I hear you. What do you need right now?” - Show up with care, not just solutions. - Make them feel safe, not judged. 5. Explore new Approaches - Ask: “What’s another way to tackle this?” - Flip the script and explore the edges. - Break out of the usual loop. 6. Find Common Ground - Say: “Where do we both agree?” - Start from what connects you. - Use agreement as a launchpad. 7. Listen to Understand - Reflect back: “Sounds like you feel - is that it?” - Slow down your replies. - Show that you’re really with them. 8. Create the Solution Together - Say: “What’s one step we can take together?” - Move forward as partners. - Turn friction into shared ownership. Your words build the climate. Your tone decides the outcome. And your curiosity opens the door. You don’t need to win every battle. You just need to stop starting wars. Conflict doesn’t end relationships. Disconnection does. Reconnect with intention. That’s how leaders rise. --- P.S. – This image is copyrighted. Please ask for permission before using it. Repost ♻️ if you find this useful. Hit the 🔔 if you enjoy my content

I am regularly asked this question: What are some practical ways you can help quieter people speak up in meetings, and draw out their valuable contributions? It’s an important question, because there are many reasons why people may not speak up. It is dangerous to assume that they have nothing to contribute. Some may feel that it’s rude to interrupt, feel anxious when under pressure to think on the spot, are unable to find a gap in a group of louder people, or have some other reason to not speak up. If you are a leader or chairing a discussion, there are things you can do to ensure quieter voices are heard. Here are three practical things that you can do at your next meeting: 1 Inform people of the discussion topic ahead of time. Quieter people can feel anxious and freeze up when put up on the spot. They may need time to think through things before sharing them. Providing background material beforehand allows them to be ready to share during the meeting. It is very likely their ideas will be well thought through and valuable. 2. Actively create space, especially if others are noisy. Quiet people can struggle to interrupt - they may feel it's impolite, need more time to interject, or their quieter voices may be drowned out. You can come up with a pre-arranged signal that people can use if they want to say something - such as a raised hand - and invite them to talk. You can also keep track of who has talked and who hasn’t, and invite anyone who hasn’t talked to do so. 3. Invite people to share things with you after the meeting. Just as quieter people may need time to assemble their thoughts before a meeting, they may think about things that were raised during the meeting, and have even more to contribute after reflecting. Invite people to talk to you some time afterwards. Then in the next meeting, bring up their contribution and invite them to share further. These three strategies are not overly time consuming, nor do they take much effort. However, they can have a significant impact on your quieter people feeling heard and included, and on how much value your organisation gains from their contribution. The ability to create space for quieter voices is an important inclusive leadership skill. Noticing and inviting quieter voices will likely add diverse perspectives to your discussions. How consciously do you create space for quieter people to be heard? #inclusion #listeningskills #management #inclusiveleadership #diversityandinclusion

Aligning executive stakeholders with conflicting priorities is a puzzle many product people face. How do you solve it? When stakeholders pull in different directions, the secret isn't in aligning immediately around a product vision. Instead, elevate the conversation: align first on company goals. What outcomes do we aspire to achieve as a company? This unified understanding of company priorities becomes your north star. Here's how you can approach this: 1️⃣ Level Up the Discussion: Before diving into a product vision, ask stakeholders to agree on broader company goals. What did your CEO emphasize as priorities for your business? This context is crucial. It sets the stage for aligning individual goals to the bigger picture. 2️⃣ Connect Back to Product Vision: Once unified on company objectives, demonstrate how the product vision helps achieve these goals. "Here's our shared goal. Based on customer insights and priorities, this vision drives us towards it.” This shows your vision isn't just arbitrary—it's informed and intentional. 3️⃣ Seek Constructive Feedback: Encourage dialogue. Why might a stakeholder disagree with the vision? Is it truly about priorities, or personal impacts and unmet goals? This feedback refines your approach but remember, the product vision isn't a committee decision. It's guided by data and customer needs. 4️⃣ Give Credit and Build Back: Stakeholders feel valued when their input shapes outcomes. Make sure to recognize their contributions. This fosters trust and buy-in. Being stuck in the build trap often arises from chasing outputs over outcomes. Aligning on higher-level goals ensures your product strategy isn't just a list of features but a pathway to delivering real value. 🎯 So, next time conflicting priorities emerge, remember: align at the top, then articulate a product vision that navigates towards those shared company goals. How have you managed stakeholder alignment in your organization? Share your experiences!

I just watched a rep lose a HIGH 6 figure deal in the first 5 minutes. Not because of price. Not because of product fit. Because of tonality. Here's what happened: Prospect: "Hi, nice to meet you. Just finished walking my dog..." Rep: "Great. What business priority brought you here today?" Prospect: "Um... we're just looking at options..." Call went downhill from there. The problem: Some reps have only one communication style. For instance: Direct and aggressive. But 60% of prospects need a softer approach to open up. Here's the framework I teach top performers: 1) Read the prospect in 30 seconds Fast talker, "let's cut to the chase" = match their energy Slow speaker, relationship-focused = dial it down 2) Adjust your questions accordingly Instead of: "Who's the decision maker?" Try: "Typically when companies evaluate new solutions, it involves a few people. In your organization, who would usually be part of that process?" Same information. Completely different response rate. 3) Practice the uncomfortable Yes, it feels fake at first. Your brain says "this isn't me." But you're not being disingenuous. You're adapting your communication style to connect better. The drill: Record yourself asking 5 discovery questions at different tonality levels for 20 minutes daily. Level 10 = drill sergeant Level 5 = curious colleague Level 2 = supportive friend When reps master tonality… Discovery calls run 40% longer Prospects share sensitive information earlier Close rates increase 30%+ One of my clients went from 23% to 31% close rate just by softening her delivery on budget and stakeholder questions. You can have the best discovery framework in the world, but if your tonality shuts prospects down, none of it matters. Sales leaders: This is coachable. Shadow your reps' calls and listen for tonality mismatches. Role-play different prospect personalities in team meetings. The reps who master this skill connect with every buyer type and consistently hit quota. P.S. DM me if you want to install this in your teams.

"𝐓𝐫𝐮𝐬𝐭" 𝐁𝐮𝐭 "𝐂𝐥𝐚𝐫𝐢𝐟𝐲" It is simple yet profound reminder that recently resonated with me. We often lean on trust to build cohesive teams and empower our people. But I have learned that trusting alone doesn’t guarantee alignment; clarity is the key to ensuring that trust stands the test of time. Early in my career, I led a cross-functional team on a critical project, one where everyone’s role and accountability had to be crystal clear. I trusted each team member to carry their weight, but I overlooked the need to communicate precise expectations and checkpoints. As weeks passed, we realized that while everyone was working hard, we weren’t heading in the same direction. Taking a step back, we redefined our goals and openly discussed our approach. That shift, a mix of trust and clarification, propelled us forward with confidence. In the boardroom, "Trust but Clarify" is a guiding principle that bridges collaboration with accountability. While board members trust each other’s expertise and commitment, clarity on roles, expectations, and objectives ensures that this trust translates into impactful decisions. Each board member brings unique insights, and without open, clarifying discussions, even the best intentions can diverge into conflicting paths. Clear communication not only strengthens trust but also aligns everyone toward shared goals, helping the board navigate complex challenges with confidence and cohesion. As Stephen M.R. Covey puts it, “Trust is the glue of life. It’s the foundational principle that holds all relationships.” I believe that when trust is paired with clarity, it becomes even more powerful – a combination that nurtures sustainable success. #corporategovernance #ethics #leadership #communication Image Source : Pixabay

It’s off-site season… and here’s the uncomfortable truth: A slick agenda won’t make it a success ... if only five people do all the talking. Your ExCo won’t rave about it. Your team won’t remember it. And your bonus won’t thank you. My top tip. If you want people to speak up ans contribute, you have to design for it. Harvard Business Review (HBR) has said this for years. Meetings shape culture, trust, retention… and yes, your leadership reputation. If you don’t make meetings inclusive, they won’t be. We all know the 'usual suspects' who grab the mic first. But what about everyone else? The introverts. The new joiners. The shy-but-brilliant thinkers. The colleagues from minority or underrepresented backgrounds. The people whose first language isn’t English. They’re sitting on insights that could make your strategy sharper and your team stronger. Now here’s the kicker: HBR found that only 35% of employees feel able to contribute “all the time” in meetings. That's two-thirds of your team... sitting in silence. Imagine what that’s costing your business £$£? Imagine what it’s costing you. So here’s the fix. - Don’t go to the loudest voice. - Deliberately give the first question to someone who wouldn’t normally speak. - Agree it with them beforehand so it feels supportive, not like a live ambush. And yes ... the research backs this approach. Leaders who intentionally make space for quieter contributors get better ideas, stronger trust, and higher leadership ratings (Bain et al., HBR). You can also use tools like Mentimeter where people submit questions anonymously (in real time) and the room upvotes what they want answered. HBR’s been saying for years that anonymity boosts participation.... especially for introverts, multilingual colleagues and people dialling in remotely. The moment you do this, the power dynamic shifts. You signal that every voice matters. And slowly but surely, those who usually stay quiet start stepping in. Good facilitation isn’t about blasting through slides. It’s about creating a room where people feel welcome, valued, and confident to contribute. HBR calls it “inclusive meeting design”. I call it a smart career move. Because leaders who run inclusive off-sites? They get better ideas, better decisions, better feedback… and usually a better bonus. So when you run your next off-site or townhall… pass the mic with intention. Bring in younger colleagues, older colleagues, multilingual colleagues ... everyone with the different ideas your strategy needs. Talk soon, Annette P.S. was this a useful post? Worth sharing with someone planning their off-site right now?

'I trust you.' There's no greater compliment my team and I receive. It's not about how smart we are or how great our work is. It's deeper. It speaks to how we build client relationships. And I remember the first time a client said it. A director at a 27,000-person organization had just received news that they were losing $500M in federal funding. The leadership team looked like death warmed up. They were mentally and emotionally drained, both professionally and personally. We were supporting them with messaging and communication protocols. During one call, I watched their most senior leader about to make a mistake I've seen too often. Highlighting professional wins instead of acknowledging how terrifying this moment was for their teams. The leader (a Stabilizer) wanted to create structure through "business as usual" messaging. But the team needed something different, acknowledgment of their fears, not deflection. I observed the dynamics. The Disruptor pushed for a different approach, the Analyzer listened quietly, the Builder immediately acted on suggestions. I took it all in, promised a response, and sent messaging that honored both the fear and the path forward. When I spoke to the Director again about next steps, I shared my recommendation. He shrugged casually and said, "Do what you feel is best. I trust you." We build that trust from the first moment we connect, in our monthly Executive Conversations, at keynotes, on LinkedIn, during sales calls. We earn it by telling the truth, even when clients may not want to hear it. If there isn't mutual trust during high-stakes change and crisis, we aren't the right fit. But for the clients who trust us to guide them through their hardest moments? That's the work that matters most and where we see the best outcomes. Leaders, how do you build trust with your teams in times of rapid change and crisis?

Great example of sustainability communication that doesn't really celebrate success but rather failure Oatly's latest sustainability report offers a great example of a board-level risk governance. Instead of sanitising results, they transparently disclosed a 15% increase in corporate climate footprint, 30% jump in packaging emissions, and 24% rise in ingredient emissions. It is understandable to prefer to communicate only reached goals but sometimes the process of implementing a sustainability agenda takes time and changes course. For companies across all industries, this approach demonstrates several critical governance principles that extend far beyond sustainability reporting. Regulatory preparedness: As disclosure requirements change globally businesses that establish transparent reporting cultures today protect their organisations from future compliance failures and penalties. Stakeholder trust management: Investors, customers, and employees value authenticity over perfection. Companies that acknowledge operational challenges while demonstrating systematic measurement build stronger long-term relationships than those that present unrealistic success narratives. Litigation risk mitigation: Recent settlements in greenwashing cases have reached hundreds of millions when public claims don’t align with internal data. Boards that insist on accurate disclosure protect shareholder value and personal director liability. Strategic decision-making: Honest sustainability data, including unfavorable trends, enables better resource allocation and strategic planning. Boards cannot provide effective oversight with incomplete or misleading information. Sustainability communication is not always about celebrating successes. The most effective reports directed at consumers or board oversight acknowledge that complex operational changes involve tradeoffs, unintended consequences, and sometimes temporary setbacks that require transparent explanation to stakeholders. Whether the topic is cybersecurity, supply chain resilience, or climate impact, health and safety, the governance principle remains consistent: transparent measurement following the science and honest disclosure protect long-term enterprise value. #board #governance #directorduties #riskoversight #esggovernance #esg #insights #corporategovernance #fudicialduties