Voici comment vous pouvez gérer les conflits avec votre patron dans un poste de direction technologique.

3 pontos importante: 1. Análise de conflitos. Dedique um tempo para analisar a natureza do conflito. Identifique as causas subjacentes e os pontos de desacordo. Isso pode envolver uma introspecção sobre suas próprias ações e percepções, bem como uma compreensão das perspectivas de seu chefe. 2. Feedback dos colegas. Consulte colegas confiáveis para obter uma visão imparcial sobre a situação. Eles podem fornecer uma perspectiva externa valiosa sobre o conflito e sugerir abordagens para resolvê-lo. 3. Identificação de padrões. Verifique se há padrões recorrentes nos conflitos que surgem. Isso pode ajudar a identificar áreas específicas que precisam ser abordadas de forma sistemática.

Listen first to hear out their perspective and concerns. Focus on common goals and the company's success - share your views clearly. Support your positions with data and evidence, allow good feedback. Remember to always maintain professionalism and respect during the conversation, or if necessary a follow-up meeting in which you can both reflect on what was discussed. Make a problem-solving mindset as your first priority when you need to define the outcome of an initiative so that it reflects overall intent and direction for benefits.

From my experience, I agree that a certain level of technical expertise is mandatory: however, I contend that most decisions are personal and rooted in behavior. I view personality clashes in terms of the Personal Profile System or the Meyers-Briggs behavioral tools. When it comes to decisions, similar personality types will clash. For example, I am a High D, High I, the results driven profile, who engages with others, but usually wants his/her way on the final decision. I've agreed to concessions and compromises throughout my life while getting things done. This is especially true when I work with the High D, High I personality types.

Understanding the root cause of conflicts with your boss is crucial. Take time to thoroughly assess the situation. Are the disagreements based on differing technical opinions, resource constraints, or personal work styles? By pinpointing the exact issue, you can address it directly and avoid unnecessary friction. In tech leadership, aligning on the logic behind decisions is key, so focus on facts and data to support your perspective. Analyzing the context of the conflict can also help in identifying if it's a recurring issue or a one-time event, which will guide you in finding a suitable resolution strategy.

Again, personality clashes are rooted in behavioral styles and drivers. The technical issues can always be addressed by testing and verifying them with subject matter experts. The real issue is "who is in charge?" I've worked with innumerable people who want to run the show without question. Straight talk combined with active listening leads to understanding. It is difficult and requires adeptness and understanding to make the necessary concessions to get things done.

Effective communication is the cornerstone of resolving conflicts. When discussing issues with your boss, be clear, concise, and focused on problem-solving. Avoid technical jargon that might confuse the issue, and be open to listening to their perspective. In computer science, it's crucial to convey complex information in an accessible way. Use analogies or simplified explanations when necessary to ensure mutual understanding. By fostering a collaborative dialogue, you can work together to find a resolution that aligns with both technical goals and business objectives.

My colleagues and I adhered to non-manipulative selling and consensus building on major projects. To get things done, we gave the credit to the presumed leader/boss and did our parts to accomplish the goals of the project with a successful outcome in mind. We lowered our egos and completed the necessary work. We were rewarded for our efforts, so little care was given to the triumphant hero(s). People knew who the real doers were. We made many an incompetent look great thanks to our unassuming, albeit invaluable roles in the project. Remember that there are two sales to be made, the internal and the external ones. Sell your internal team to secure their support while producing an outstanding project that will win over the customer.

Ultimately, you must respect your boss's decisions, even if they don't align with your recommendations. In a tech leadership position, this means understanding the broader business context in which decisions are made. It's important to support the chosen direction and work within those parameters to achieve the best possible outcomes for your team and projects. Demonstrating professionalism and adaptability in these situations not only strengthens your relationship with your boss but also sets a positive example for your team, fostering a cohesive and productive work environment.

Finally, reflect on the conflict and learn from the experience. Analyze what strategies worked in navigating the disagreement and what could be improved for future interactions. In computer science, as in any field, continuous learning and adaptation are key to personal growth and leadership development. Use each conflict as an opportunity to refine your approach and strengthen your relationship with your boss. This reflective practice will not only enhance your conflict resolution skills but also contribute to your overall effectiveness as a leader, fostering a more harmonious and productive work environment.