Voici comment vous pouvez résoudre les conflits entre les membres de l’équipe ayant des opinions diverses sur l’orientation de la stratégie de marque.

Start by listening to each team member’s perspective. Give everyone a chance to express their views without interruption. This not only shows respect but also helps you understand the root of the conflict. I’ve found that sometimes, simply feeling heard can diffuse tension. For example, during a rebranding project, we had differing opinions on the visual direction. By listening to each person’s rationale, we identified common ground and moved forward collaboratively.

Align everyone on objective, common goals. When team members focus on shared outcomes like increasing brand awareness or improving customer satisfaction, it’s easier to see past individual differences. Use SMART goals (Specific, Measurable, Achievable, Relevant, Time-bound) to keep discussions grounded in what’s best for the brand’s success. I once worked with a team where setting clear, objective goals helped us move from subjective disagreements to productive discussions.

The key to open dialogue is making sure everyone has the same information. Without that understanding, there will always be tension in the situation. People won't be trying to battle for the best idea. They can't even know what the best idea is. They'll try to fight for their own idea. They'll be unreasonable. And that always creates a situation that makes collaboration hard. Also, make dialogue a regular practice for your team. Don't just leave it to situations where you must solve a problem. It takes practice to get good at it. Schedule time every week to discuss the major initiatives and get everyone's input. The more you practice it, the better your team will get. And the better they'll be equipped when it really matters.

Act as a facilitator to guide the dialogue. Encourage open and respectful communication, and help the team find a compromise. Techniques like brainstorming sessions and using neutral language can help. For instance, during a strategic planning session, I facilitated a workshop where we used Post-it notes to anonymously share ideas. This levelled the playing field and led to a more inclusive decision-making process.

Embrace the diversity of opinions as a strength. Diverse perspectives can lead to more innovative solutions. Encourage your team to see value in differing viewpoints and to use these differences to create a more robust brand strategy. In my experience, fostering an environment where diverse ideas are welcomed has led to some of our most successful campaigns. Research from McKinsey shows that diverse teams are more creative and perform better, which is a testament to the power of embracing diversity.

In 5 BCE, a visionary Indian sage, Vishnu Sharma, wrote book comprising of small stories, each of which provided an insightful life lesson. Here's one for this situation. A jackal encountered a dead elephant. His initial delight turned to dismay as he realized his teeth weren't sharp enough to cut through the elephant's hide. Up came a lion and the jackal smartly offered the meal to the lion knowing he would refuse to eat what he hadn't killed. Next came a tiger, who fled on being told the kill belonged to a Lion. Then came a leopard. The jackal cleverly told him to start eating and promised to warn him if the lion came. When the work was done, he raised the alarm & the leopard fled. Finally he fought off a rival jackal to claim his prize.

I’d like to add that you consider conducting periodic strategy reviews. Even after resolving initial conflicts and setting a direction, it's important to reassess the brand strategy regularly. Market conditions, consumer preferences, and competitive landscapes evolve rapidly. Schedule quarterly or bi-annual reviews where the team can openly discuss the strategy's effectiveness and propose adjustments if needed. This ongoing dialogue helps maintain alignment, addresses emerging conflicts proactively, and ensures the brand strategy remains dynamic and relevant. It also reinforces the idea that strategy development is an iterative process, not a one-time event, keeping team members engaged and receptive to change when necessary.