Stanford-trained strategist reveals 3 effective ways to work with frustrating colleagues.

Practical realists and head-in-the-cloud dreamers don't always get along in the workplace.

According to Beth Viner, a managing director and partner at Boston Consulting Group's tech, design and business unit, both are crucial for your business to thrive.

In a recent TED Talk given in November 2023, Viner stated that dreamers, who tend to focus on big-picture goals, can often appear disconnected from reality to others. This can put them at odds with their realist counterparts, the "doers" who focus on practicality and building and sustaining companies.

The key to organizations' sustainability and growth is finding a way to resolve tension, according to Viner, who has an MBA from Stanford, an executive role at Kickstarter, and a CEO position at Interbrand New York & San Francisco.

Mastering communication and public speaking is the ultimate guide.

In different roles, you can be a dreamer or a doer. The roles are not fixed, as Viner has experienced both at different points in her career.

In her speech, Viner primarily focused on the dreamers present, but the advice she gave is relevant to all. Here are her top three tips for dealing with colleagues who may be difficult to work with.

Bring everyone to the table

Viner stated that dreamers often act hastily without considering the established procedures of their company, which may overlook the suggestions of the workers who operate within those frameworks.

Viner stated that doers often perceive dreamers' workflow as unclear, while dreamers view doers as inflexible and prescriptive. He pointed out that each group's approach to work likely makes the other uncomfortable.

She suggested creating a "corporate mosh pit" where teams can provide feedback on upcoming projects to dreamers during mosh pit sessions.

Viner stated that bringing both groups of individuals into the same room with a common objective can enhance decision-making throughout the entire organization.

""Inviting those who are explicitly not like you into your work, raiding their brains, and hooking their hearts to what you're doing requires acknowledging them," she said."

Slow things down — a little

Viner proposed an alternative approach: Schedule recurring "speed bump" meetings to ensure all team members are aligned and prevent some members from moving too quickly ahead during a project. These meetings are similar to mosh pit sessions and serve the purpose of bringing everyone together.

Viner stated that creating better alignment among humans around you is achieved by not scheduling speed bumps too frequently.

When a project is successful, make sure to celebrate the win and acknowledge everyone's contributions to avoid anyone feeling left out.

""You don't need your boss to throw a party. Just stand up, celebrate, and appreciate the people around you," Viner advised."

Use 'cold, hard cash'

If you have access to the company's purse strings, you can use money as a powerful incentive to motivate teamwork.

Viner emphasized the need for their "buy-in" to be demonstrated through concrete financial support.

Viner advised CEOs and hiring managers to strategically shape staffing and offer raises by tying part of a team's compensation to the full performance of the business. This motivates everyone to work together across the company in a mutually supportive way.

"By fostering collaboration, all other things such as building relationships, cross-business line sharing, and internal communications will occur at a much faster pace," she stated.

To become a successful and confident communicator, enroll in CNBC's online course, "Become an Effective Communicator: Master Public Speaking." Our program will teach you how to speak clearly and confidently, manage your nerves, choose the right words, and use effective body language to make a great first impression. Register now and use code EARLYBIRD for a 30% discount through July 10, 2024.

Sign up for CNBC Make It's newsletter to receive expert advice on work, money, and life.