Vous êtes confronté à des conflits d’ego dans votre équipe. Comment les alignez-vous vers la vision partagée ?

In organizations to some extent ego can drive achievers towards delivering some extra ordinary results if there is fairness in the competition. Collaboration should be super valued so that personal ego doesn’t take over.

In my experience so far I have learnt: 1. Be open and transparent, be an active listener and create a safe and non-judgmental space. 2. Be empathetic and understanding. Respect the perspectives and try to see from where they are coming from. Acknowledge and validate their emotions even if you don't agree. 3. Reiterate vision and break down goals together which are more achievable. 4. Never miss appreciating their achievements and contributions so far in realizing the vision and goals and how their strengths and skills are important to the organization. 5. Give constructive and timely feedbacks in a positive and manner. Encourage self-reflection/awareness on strengths, weakness, skills and behaviors. This can help managing ego effectively.

Let me tell you my story - I once had a very challenging boss with whom I had conflicted egos - we came from different planets - our views on business, people, relations - everything - was on extreme ends. So for me the best solution turned out to be a very simple one but it worked for both of us very efficiently. An important part of this exercise was to get to learn myself. So I had an MBTI-kind-of self-profiling and my boss also went through it. I studied my and all other personality types and asked my boss to do the same. Then we shared our profiles, sat down, talked through the key differences we had identified and agreed to recognize and respect them. This simple exercise saved us a lot of stress and misunderstandings.

Embrace the natural tension that arises from professional conflict, but as the leader, establish clear sideboards to maintain focus and prevent things from getting personal. Foster a culture of open dialogue where team members can express their ideas and concerns. After everyone has had a chance to share their perspectives, be decisive in steering the team toward a shared vision. This balance of encouraging expression while maintaining boundaries cultivates collaboration and strengthens the team's unity.

One time at work when we finished a very challenging project, we started transferring the public good back to the community. My executive team and I made a commitment that we would "fire ourselves" from our jobs to let our egos not interfere with the client-centric and sector-based feedback we received. Knowing that the next management team would continue to make progress on the step change we created. Managing our egos enabled us to enter various collaborative partnerships where we practiced "complete vs. compete" and we created various opportunities to build trust with our teams and stakeholders.

In my multi-cultural experience , when we set clear goals to individuals and clear RASCI for team goals help to fix the conflicting egos inside the team.

We ALL have egos that long to be recognized, but the ultimate dopamine hit comes from when we align and collaborate with others, resulting in something bigger and better than anything we can accomplish on our own.

Setting clear goals is indeed crucial, but it's equally important to ensure these goals are co-created and internalized by the team. Involve people in the goal-setting process to foster a sense of ownership and commitment. Use techniques like Objectives and Key Results (OKRs) to create alignment between individual, team, and organisational goals. Regular check-ins and progress reviews can help keep everyone focused and accountable. As John Doerr emphasises, "Ideas are easy. Execution is everything." By collaboratively setting and regularly revisiting clear, measurable goals, you create a shared roadmap that naturally aligns diverse egos towards a common destination.

Managing Conflicting Ego is always Challenging but Aligning everyone towards shared vision including Emotional Intelligence, strategic communication, Promote collaboration at every moments, Team Building activities apart from daily Work routine. All these objectives anyone can mitigate ego driven conflicts.

In my experience with my concierge team, we navigate diverse client needs by fostering open communication and mutual respect, ensuring everyone knows how their role contributes to our collective success. By emphasizing collaboration and the bigger picture, we transform individual egos into a unified, high-performing team.

When everyone understands what success looks like and why it's important, egos become less of an obstacle and more of a tool to drive toward shared outcomes. Articulate these goals in a way that each team member can see their role in achieving them. Focus on the mission and vision, emphasizing how collective success benefits all. This clarity fosters collaboration and reduces ego-driven tension, ensuring everyone is motivated by a unified objective rather than individual recognition.

Ensure you include your team in the discussion & most importantly the decision on your vision, values and strategic goals. You’ll achieve better buy in from your team and less conflicting egos.

Recognizing the strengths and weaknesses in each team member and aligning them to compliment each other is key. Setting a clear goal that says "take your personal hat off and put on the company hat" and showing how they will contribute to that will go a long way.

EGO management is sensitive! To start with ACTIVE LISTENING to the team member, validate their feelings and contributions & gaze what drives them. This step is crucial for building trust and showing respect for their individuality. By recognizing ego & talking, can create a open communication & collaboration. Setting up CLEAR GOALS is important. Defining team's goals, FOSTERING UNITY within the team is vital as well. OPEN COMMUNICATION is super important. As a leader, we must practice transparency about our own decisions. LEVERAGING STRENGTHS of each team member adds value & dilute the ego issues. Recognizing individual potential & value is crucial to the team's success, which results in positive engagements & a better team bonding!

Lean into shared accountability. Look for opportunities for collaboration and interdisciplinary work that will lead to positive and even stronger outcomes. Acknowledge the obstacles yet don’t dwell on the challenge they present. Celebrate the joy and shared wins.

While fostering unity is crucial, it's important to recognise that true cohesion stems from embracing diversity. • Encourage your team to view differences as strengths rather than obstacles. • Create opportunities for people to share their unique perspectives and experiences. This approach, rooted in the principles of inclusive leadership, can transform potential conflicts into catalysts for innovation. As Brené Brown suggests, "True belonging doesn't require you to change who you are; it requires you to be who you are." By celebrating individuality within the context of team goals, you can create a harmonious environment where diverse egos align naturally with the shared vision.

Observing people’s conflicting egos can be healthy if addressed early and guided toward unity rather than personal conflicts. A lot can be done to smoothen this, and here are 3 of the top things I would do: 1. Repeatedly stress that the focus is on achieving common goals, not personal competition. 2. Identify conflict areas and assign tasks aligned with each person's strengths, recognizing that ego often arises from expertise. 3. Create a space for open dialogue, transforming potential conflicts into collaborative efforts.

This must be the most important one, Since all the members in team are working for a same and big direction, it is necessary to establish harmony in the team. They should realise how their contribution is making team success.

I host onsite leadership meetings every month to bring my diverse leaders together. Sometimes, there are egos and disagreements, so I facilitate the group with specific topics to unite the leadership team. It's about winning together and losing together. I often model apologies by admitting when I did something wrong to demonstrate that it's okay to let go of my willpower and put the team first.

Make sure that all team members grasp the goal and are dedicated to it together as a team effort outlining the advantages of reaching the vision, for the team and how it connects with each person’s personal goals.

Fostering unity is crucial for aligning conflicting egos towards a shared vision. To achieve this, clearly define common goals to create a sense of shared purpose. Encourage open communication by providing a safe space for all team members to express their perspectives. Promote collaboration through projects that highlight each individual’s strengths and recognize their contributions. Establish clear roles to prevent overlap and address conflicts early with mediation if needed. Building trust and focusing on collective success over individual differences will enhance team cohesion and drive the shared vision forward.

By mapping the capabilities you need to deliver on the organisation's vision and objectives, you remove the focus from what functions each team performs (which can create silos by pursuing individual goals) and are able to foster cross-divisional collaboration. You can also see as a leadership team what your collective goal is and what your team needs to contribute to achieve these goals.

One thing I have found very helpful is clear communication, this crucial as people must know boundaries from the beginning, a clear messages about the organizational culture must be conveyed from the beginning, expectations and objectives must be also clear to everyone.

Comunicação clara, incentivo ao trabalho em equipe e acompanhamento dos comportamentos detratores individuais são essenciais para garantir que os egos não sejam inimigos das entregas, qualidade e clima organizacional.

Create a safe space for team members to express their concerns and ideas. Facilitate discussions where differing opinions can be voiced without judgment. This can help uncover crucial complications and foster thoughtful understanding.

First, make a personal approach to the parties involved in the conflict, each separately. Understand what the problem is that causes the condition where they have to be tough on each other, and use persuasive methods with assertive communication to be able to reduce the turmoil in each party's ego, and finding a win-win solution. Next, bring together the parties involved, having already pocketed the win-win solution. Convey that the problem must be resolved in order to achieve bigger goal, of the organization/company. Emphasize that we as their leaders are the ones who have the highest and farthest views, as well as the greatest capacity to exercise authority and bear responsibility for anything related to the team/organization.

Create a safe space where everyone feels heard. Invite each team member to share their views and concerns openly. Highlight how their unique strengths contribute to the collective vision. Ensure you articulate the shared goals and progress regularly, so everyone understands their role in the bigger picture. This approach not only mitigates tension but also builds trust and collaboration, steering the team toward a unified objective.

Open communication is the backbone of any successful team. Encourage transparency by creating a safe space where everyone feels comfortable sharing their thoughts, concerns, and ideas. This builds trust and fosters a culture of honesty. Regular check-ins and active listening ensure that everyone’s voice is heard and valued. Lead by example—be clear and straightforward in your messaging, and remain accessible to your team. When communication flows freely, misunderstandings are minimized, and alignment with goals becomes natural. This openness strengthens relationships and keeps the team focused and connected to the shared vision.

When you've got big personalities involved in a team, it's critical that leaders ensure that all the voices are heard (not just the loud ones). Creating space for the quieter members is important, as well as acknowleding the contributions of the louder ones before moving forward. Ultimately decisions and next steps should be rooted in a clear appreciation for and understanding of all the voices on your team, and ensuring that they each feel part of that process is really important. It can be easier to defer to the squeaky wheels, but that can cost you in terms of relationship with the rest. Having a balanced approach that actively seeks out other voices is a wonderful skill that is worth developing as a leader.

One thing I have found very helpful is clear communication, this crucial as people must know boundaries from the beginning, a clear messages about the organizational culture must be conveyed from the beginning, expectations and objectives must be also clear to everyone.

Un ejemplo de esto es la sesión de retrospectiva donde cada uno emite su opinión de cada punto entre lo bueno, lo malo y lo que se puede mejorar sobre el trabajo realizado con el equipo.

I have seen that two people who are usually good at their work are likely to have conflicts. It is really important to map the various skills each individual brings and not only operate from conceived biases we might have. This can be done through a combination of self-assessments, peer feedback and your own observations about how they are reacting to various situations. It is important to create stretch opportunities for these individuals that challenge them out of their comfort zone and get an opportunity to learn new skills and contribute uniquely to the strengths they already have. Finally it is important that success is jointly celebrated and not just attributed to one person alone but is a joint effort.

"Alone we can do so little; together we can do so much." – Helen Keller Research shows that aligning goals towards a shared vision boosts productivity by up to 25%. Start by conducting a SWOT analysis to identify the team’s strengths and areas of improvement. Leverage Tuckman’s stages of group development—forming, storming, norming, and performing—to guide the team through conflict. Use DISC / Predictive Index as a baseline assessment to understand individual behavioral styles and tailor your approach. Encourage open dialogue and Implement shared goals that require collaboration, minimizing ego-driven clashes. Lastly, provide data-driven feedback, linking recognition frameworks to the team’s overall performance to foster alignment.

Actually, I disagree with talking about strengths and egos at the same time. Ego is about self. Strengths are what you bring to the table for the team. This is why I would ignore ego drive teammates especially if they are holding back their talents just until they get their way. I am leaning into the people on the team who have no ego and are selfless in bringing their skills to the table. I have been on enough high level executive teams that if you start playing into an ego-centric person, you will be sucked into doing it all the time. That is a massive distraction from the vision and mission.

There is a proven validated belief that people will be highly engaged if they play to their strengths. Every member bring unique strengths to the team, if responsibilities are assigned based on one strengths, the productivity and achievement improves. Each team member strengths compliments one another in achieving the common goal. The collaboration in a team and CFT working will enhance for delivery of better results. One possible start would be to identify strengths through Clifton strenth finder and then align strengths to team goals, assign responsibilities based on individual's strengths.

Assigning roles that align with these strengths allows individuals to thrive in their areas of expertise while contributing meaningfully to the collective goal. Encouraging peer recognition further reinforces this positive dynamic, as it shifts the focus from competition to collaboration. By highlighting how each person’s distinct abilities propel the team forward, you cultivate a culture where diverse strengths are celebrated and egos naturally align.

An organic and introspective tool to help team members identify and leverage strengths is the “Personal Success Stories Exercise.” 1. Reflect on Past Successes: Think about 3-5 moments where you felt particularly successful or proud of your work. 2. Identify Key Strengths: Analyze the stories to identify the skills, behaviors, and personal attributes that contributed to success. 3. Share and Discuss (if possible): Each person shares a success story and the strengths identified. 4. Apply Strengths to Current Roles: Find ways to apply identified strengths to current responsibilities. 5. Create a Team Strengths Matrix: Use this visual tool to assign tasks more strategically, ensuring opportunities in areas where team members excel.

Start by identifying what each team member excels at and how these talents can contribute to the shared vision. Assign tasks and responsibilities that align with their skills, allowing them to shine in their areas of expertise. When people see their strengths being valued and effectively utilized, it fosters mutual respect and drives collective success. This strategic alignment not only resolves conflicts but also amplifies the team's overall performance.

Having people with high Egos is actually a strength rather than a weakness. It shows that they take pride who they are, & are confident in what they bring to the table. In the situation when there's conflicting egos does not necessarily indicate arrogance. It normally tends to indicate one thing - that they each feel that they have something to prove either to themselves, to each other or best still-you(their boss) People tend to trust and give in to each other when they know their own particular strengths is recognised & utilised properly, that they can openly flourish to do what they know they are good at. They will not come from the lens of having something to prove but have the capacity to also let others flourish and collaborate

Leveraging team strengths effectively goes beyond mere task allocation; it's about creating a culture of mutual appreciation and collaborative growth. As researchers like Donald O. Clifton advocate, consider implementing a strengths-based approach to team development. This involves identifying individual strengths and helping people understand how their unique abilities complement those of their colleagues. Encourage peer-to-peer learning and mentoring based on these strengths. This approach boosts individual confidence and fosters a sense of interdependence, naturally aligning egos towards a common purpose as people recognise the value they bring to and receive from the collective.

Conflicting egos will inevitably lead to challenges. Address them head-on by staying calm, objective, and solution-focused. Encourage team members to do the same, reframing conflicts as opportunities for growth. Develop a growth mindset, and remember that alignment is a continuous process

this article under Leadership Development You're facing conflicting egos in your team. How do you align them towards the shared vision? as usual this is contextual error of LinkedIn's malicious attempt to use all of us as free worker bees to manually curate their LLM for them for free to then use it to lord over us always they churn out assumptions, Microsoft is presumably losing a lot of money at this point for failing to resolve this matter whatever in what universe does... who ?? force "conflicting egos" into "alignment" for "shared vision" ?? this sounds like something right out of the CPC Chinese Community Party handbook knowing LinkedIn, it probably is...

Conflitos fazem parte dos nossos relacionamentos. No ambiente profissional não é diferente. Saber navegar entre as divergências é o diferencial de um bom líder. É preciso enxergar os desafios como oportunidades de crescimento, inovação e aprendizados da equipe. Com essa lente será possível se manter imparcial e acomodar as pessoas dentro de um propósito e diretrizes do negócio.

Navigating challenges in a team with conflicting egos requires more than just problem-solving skills; it demands emotional intelligence and adaptive leadership. As a leader, it's crucial to model the behaviour you wish to see. Practice active listening and demonstrate how to give and receive feedback constructively. When conflicts arise, use them as opportunities to reinforce the team's shared values and goals. Consider employing techniques from nonviolent communication to help people express their needs and concerns without aggression or blame. Remember, as Simon Sinek points out, "The challenge of leadership is to be strong but not rude; be kind but not weak; be bold but not bully."

One of the biggest challenge I see leaders face is that they are conflict-avoidant or 'pleasers'; i.e. do not want to upset anyone or too anxious about difficult conversations going bad. The impact of not tackling conflict effectively can be very damaging to an organisation. Conflict is inevitable, particularly during periods of change for an organisation. Conflict is a sign that something new is trying to come about, and gaining effective tools to manage conflict well so that it's a win-win situation for all can be extremely rewarding for the whole team. It is also a great role modelling for team members as part of creating a healthy team culture. But first, leaders need to recognise if they are conflict-avoiders before anything can change

A recent study found that the average enterprise now uses an astounding 288 different SaaS apps. These tools are great for keeping us organized and on track and they're especially helpful for distributed teams. But with so many tools comes the potential for information silos and hidden work – both of which can wreak havoc on your team alignment. The solution isn't to try to force people onto a single tool. It's to identify the key tools that will help you build and achieve team alignment while allowing employees to work how they're most comfortable.

Confront conflict without being confrontational. This is the leadership challenge that is plagues so many of us. I'd like to think that I have learned to look at conflict as opportunity to get in front of as opposed to a danger to avoid. It takes great self-awareness, diplomacy, and objectivity to approach people in conflict. When everyone is doing cannonballs in the pool, you sometimes have to be the lifeguard that blows the whistle to get everyone out of it. Why? Safety. By getting everyone out of the turbulent waters, you can ease everyone back in and start swimming. And... as my friend, Dory, says, "just keep swimming!"

Navigating challenges from conflicting egos becomes smoother by understanding how the brain processes conflict. Neuroscience shows that disagreements trigger the brain’s threat response, causing defensiveness. Leaders can counter this by encouraging pauses for reflection and helping team members reframe situations as problem-solving opportunities, shifting focus from personal conflicts to shared goals and growth.