I lead a consulting team that does a lot of work with managers and leaders and there is an area that all organizations ought to spend more time on — developing good leadership TEAMS. In other words, improving how senior level professionals work together to lead the organization. In this short article, I would like to share several of the questions that I ask to determine the health and efficacy of senior teams. In forthcoming newsletters, we will continue to develop these themes.
Premise/belief: What you do as a team may be more important than what you do as an individual. You ought to care about your team’s effectiveness and the role you play in the result you collectively achieve.
How ought to leadership teams measure their productivity?
How can you collectively ensure that each leader is “in the game” and not “in the bleachers,” and that each leader feels a responsibility to express opinions, concerns, ideas and support lively dialogue about how to drive the business forward?
- How ought to leadership teams define and deliver excellence?
- If a new middle manager observed the leadership team for a month, what conclusions would he make about what’s expected of him?
- How do the best leadership teams build strong partnerships?
- What is the culture that the senior team is creating and reinforcing?
- What happens when the leadership team meets — what are the net gain results?
- How are leadership team members helping each other develop? Are they coaching and mentoring one another?
- What decisions has the team made — together — about how to run the organization?
Leadership Teams model — for better or for worse — what we seek in an organization. Through the actions they take individually, but especially collectively, they define excellence and pace and priorities. Let’s continue to explore how we would help senior professionals do their best work together.