As consultants, we should focus on the agreed scope. If hired for strategy work, it is the Project Manager's responsibility to resolve the intra team conflicts and present the project opinion on strategy which must have been evolved in constant consultation with the client team. If hired for other work, we should focus on that and not poke our head on strategy. In one project more than 20 years back, a client had envisaged to set up an internet-based bank in the European region. Our role was to develop a technology platform for the same. Some of us had question marks on client strategy. While we continued with our IT work, in a subtle way we informed the client to look at the gaps in their strategy. They acknowledged the value addition.

When our team encounters differing opinions on a client strategy, we convene a structured meeting to allow everyone to express their viewpoints and supporting evidence. This promotes understanding and respect, focusing on critiquing ideas, not individuals. We align discussions around the client's objectives and our common goals. If consensus is elusive, the team leader makes a decision, clearly communicating the rationale to all. We commit to supporting the chosen strategy, regularly reviewing its effectiveness and adapting based on feedback. This ensures our approach remains dynamic and inclusive, valuing everyone’s insights throughout the project.

To align a team with differing opinions, start by fostering open dialogue, encouraging each member to voice their perspective. Acknowledge valid points from all sides, then steer the conversation towards shared goals. Facilitate a collaborative problem-solving approach where everyone feels heard and valued. Once the best course of action is determined, outline clear steps and assign responsibilities, ensuring transparency and a collective commitment to the strategy.

A lot of times, new scope or outcomes that client brings or a new client itself can cause a state of overwhelm or confusion within the teams. That's ok, it's important to explain that if our existing client is adding more scope and new dimensions to the project, it means that there is a good amount of trust and value in the partnership. In the new client ventures, the team may be in flux due to various reasons - one of them could be lack of capabilities or an area of expertise never ventured into. In those moments, bringing subject matter experts and giving space to your team to provide space for innovation can help foster a space where both the clients and the teams can be comfortable.

Aligning teams with differing opinions on a client strategy requires empathy, clear communication, and a shared vision. By fostering open dialogue, encouraging diverse perspectives, and focusing on common goals, you can build consensus and ensure everyone feels heard. It's about turning disagreements into opportunities for collaboration and driving the strategy forward as a unified team.