Don't mediate. Simply get them to test out each route separately. Let the market and customer decide. Whichever score higher, begin with it, but always use the elements from the other wherever necessary. Business is never a straight line.

First, it’s crucial to establish an environment where both consultants feel safe to express their viewpoints without fear of judgment. Then the next step is to redirect the conversation towards shared objectives. Ask both consultants what they ultimately want to achieve with the project. Lastly, an important lesson here is that conflict can be a catalyst for growth.

Value proposition and alignment! Both may be right, both may be wrong..but both could also provide a value proposition. Find the common ground of providing value Leave ego's at the door...and make it clear it is not about them but about the client!

When seasoned consultants clash, it’s often a sign of their passion for the project. I’ve seen success by reframing the debate around shared outcomes. In one case, two leads were divided over prioritizing customer retention versus acquisition in a CRM overhaul. By facilitating a workshop to map their approaches to the project’s overarching goal—revenue growth—we discovered synergies, such as using retention data to inform acquisition campaigns. A fresh perspective from a domain specialist helped validate the merged strategy. The key? Shift the focus from 'who’s right' to 'what’s best.'

When two senior consultants clash over a project approach, the key is fostering collaboration without undermining expertise. Start by acknowledging their perspectives individually to show respect for their insights. Facilitate a focused discussion by reframing the conflict as a shared problem-solving opportunity rather than a competition. Highlight the project’s ultimate goals and ask them to propose solutions that align with these objectives.

Do a cost analysis, risk assessment and democratic vote with other seasoned colleagues, to get a healthy debate going to find the most optimal combination of the two strategies

1.Reset the Objective: Refocus both consultants on the project’s original objectives. This shifts the conversation to an outcome conversation, not an ego conversation. 2.Show Case Synergies: Excite them with the idea showing how this combination could create even more success. As with one client project I directed that created a conflict between targeted process and speed. We delivered ahead of schedule by combining structured milestones with the flexibility of agility. 3.Encourage a Collaborative Solution: Serve as a mediator to guide the conversation. Often, all it requires is asking, “What would success look like if we utilized elements of each idea?”

When senior consultants clash over a project approach, it’s essential to mediate with respect and focus on resolution. Start by facilitating an open discussion where each consultant explains their viewpoint, emphasizing active listening to uncover the root of the disagreement. Redirect their focus toward shared goals and the client’s best interests, creating a foundation for collaboration. If tensions persist, consider involving an impartial expert or using data-driven insights to evaluate the merits of each approach objectively. Encourage a compromise that combines their strengths, ensuring the final decision leverages their expertise while advancing the project.