When your team is torn between strategy and operations, it's about finding a way to connect the two. Here’s how to resolve the conflict: - Embed strategy into daily tasks: Align operational tasks with broader strategic goals so each team member sees the connection to long-term success. - Rotate strategic focus: Alternate between operational and strategic discussions in team meetings to ensure both perspectives are given equal attention. - Use data-driven insights: Encourage data-based decision-making to bridge gaps between day-to-day operations and high-level strategy. How do you align strategic thinking with daily execution? Would love to hear your methods.

To resolve a conflict between strategy and operations, start by aligning the team around a shared vision and objectives, emphasizing how both aspects are essential for success. Facilitate an open discussion to clarify the priorities, challenges, and interdependencies of each focus area. Use data and insights to assess the short- and long-term impact of different approaches. Seek a balance by identifying solutions that address operational needs while advancing strategic goals, such as delegating tasks or implementing phased initiatives. Foster collaboration by creating cross-functional task forces and regularly revisiting priorities to ensure alignment.

To resolve the conflict between strategy and operations, I would facilitate open communication and collaboration between the teams, emphasizing the importance of both functions in achieving the organization's goals. This could involve organizing joint workshops to align on common objectives, encouraging each team to share their perspectives and challenges. I would also advocate for establishing clear performance metrics that reflect both strategic initiatives and operational efficiency, ensuring accountability. Additionally, I would promote a culture of cross-functional teamwork, where strategy development considers practical operational implications and vice versa, ultimately fostering a unified approach to achieving the organization

As a start, we need to appreciate that there is a need for both strategy and operations skill within a team, this also includes people who are excellent in execution. For example while a CEO may be strategic a COO can be operational but they both belong to the same team. It is important as a start to not use the terms interchangeable. I have heard people referring to operational tactics as strategy. It is important to clarify where one begins and another ends. This talks to role clarity. Secondly, it is also important to understand the root cause of the conflict,is it because one feels better than the other? In that case, a leader’s role is to ensure that each team member is made to feel good about themselves and the role they play.

It is required a collaborative approach to resolve the conflict. I would facilitate a joint meeting where both teams can express their perspectives and concerns. This open dialogue fosters understanding and highlights the importance of aligning operational capabilities with strategic goals. I would encourage the development of a shared vision that integrates both viewpoints. By establishing common objectives, we can ensure that operational decisions support strategic initiatives. I would implement regular cross-functional meetings to review progress and adapt plans as needed. This ongoing communication will help bridge gaps and create a culture of collaboration, ultimately leading to more effective execution of our overall mission.

Clarify priorities – Identify urgent operational needs and align them with long-term strategic goals. Balance resources – Allocate time, tools, and personnel to ensure both areas receive adequate focus. Facilitate collaboration – Encourage open dialogue between strategy and operations teams to bridge gaps and find common ground. Focus on outcomes – Highlight how aligning operations with strategy leads to better results for the organization. Delegate effectively – Assign specific tasks to empower teams to excel in their areas without losing sight of the big picture. Monitor and adapt – Regularly review progress in both areas and adjust plans as needed to stay balanced.

Clarify the conflict by identifying how strategy and operations align with the team’s goals: focus on shared objectives. Facilitate open dialogue to explore operational constraints and strategic opportunities: encourage mutual understanding. Define roles and responsibilities: ensure clarity on who drives strategy and who executes operations. Create a shared roadmap: link strategic goals to operational milestones with measurable outcomes. Monitor progress: review alignment regularly to maintain balance between strategy and operations.

Resolving strategy vs. operations conflict requires balance: Define Shared Goals: Align both teams on long-term objectives to reduce silos. Bridge Communication: Facilitate regular meetings to ensure transparency. Prioritize Tasks: Balance urgent operational needs with strategic milestones. Delegate Clearly: Assign ownership based on expertise. Foster Collaboration: Highlight how strategy fuels operations and vice versa. A united approach ensures smoother execution and sustained growth.

In my experience, the key to resolving team conflict due to underperformance is open communication. I start by addressing the issue directly with the team, ensuring everyone feels heard and understood. I focus on identifying the root cause of the underperformance—whether it's unclear expectations, lack of resources, or personal challenges. Together, we set clear goals and provide support to help individuals improve. By fostering an environment of accountability, encouragement, and collaboration, we can turn challenges into growth opportunities, strengthening the team's overall performance.