Executive Team Effectiveness

The Leadership Team Tune-UpTM

The effectiveness of the executive team will make or break a business. This is particularly true during times of intense competition and organizational transformation. No business leader can afford to have an executive team that is misfiring or functioning at sub-optimal effectiveness.

Executive team effectiveness is no longer just about “team spirit” and how well team members get along with each other. Yes, these are important conditions, but they are almost always the result of specific team leadership drivers that are measurable and manageable.  

Drivers of Executive Team Effectiveness

From extensive hands-on experience developing executive teams, Dr. Robert Wiley has identified three major drivers of executive team effectiveness and business results:

  1.  Team Direction and Talent
        
    Vision, Goals and Strategies
         Results Focus
         Role Clarity
         Talent Management 
  2. Team Collaboration Processes
        
    Management Process
         Decision Making
         Constructive Conflict
         Team Member Collaboration
  3. Team Leadership to the Organization
        
    Organizational Communication
         Leading Collaboration Across Business Units

1. Team Direction and Talent – The Team Foundation

Leadership teams can’t even begin their journey to be effective unless they are on the same page about their vision, direction and targeted results, are clear with each other about who has what role for shared decisions, and have the right talent in each role. When leadership teams are formed or reconstituted, these are the first things to get right. When a leadership team is having some difficulty delivering high performance, a team foundation issue is likely to be a root cause. 

2. Team Collaboration Processes – Getting the Team’s Work Done

Once the team foundation is in place, a leadership team must develop specific collaboration processes in order to get their work done. This starts with a well-designed management process and meeting calendar that is needed to work through the team’s shared business issues and decisions throughout the year. This will include how and when the team will focus its time on key topics, along with how decisions will be made in different areas. To collaborate well on their shared work, leadership teams also need to engage in constructive debate of key issues and build 1:1 trust based on mutual understanding. 

3. Team Leadership to the Organization – Getting Organizational Results

The true test of a leadership team is how well they are jointly engaging their broader organization to achieve the expected business results. The first key to this is a communication process whereby the team jointly provides timely, consistent information and direction to the broader organization. The second key is how well the leadership team members foster and lead collaboration across units and functions to improve business processes and achieve targeted business results.  

Steps to Develop Management Team Effectiveness

Dr. Robert Wiley uses state-of-the-art tools and a tested process that is tailored to the needs and culture of each leadership team. The process generally includes three key steps as described below.  The initial assessment of team effectiveness and action planning can usually be completed within about two months. At that point, the team leader is in a good position to decide what work to undertake to close high priority team effectiveness gaps and what resources will be used. Coaching the team leader and facilitating joint team development sessions are done where needed. The team leader and team members are encouraged to take charge of closing team effectiveness gaps with specific action plans. The goal is to see a leadership team emerge into a high performance mode as quickly and independently as possible.

  1. Assessment
    a.   Assess stakeholder perception of the leadership team’s current effectiveness using the on-line Leadership Team Tune-UpTM 360 survey tool. May also include assessing team dynamics and individual styles using the Hogan assessment tools.
    b. Interview leadership team members and selected observers 1:1 to clarify what the team survey gaps mean and what the causes may be.
    c.  Integrate team survey, Hogan and interview results into a concise report of team strengths and improvement needs.
  2. Feedback and Planning
    a.  
    Provide initial feedback to the team leader. Discuss with the team leader strategies and techniques that are useful for closing key gaps in team effectiveness.
    b.  Facilitate initial working session with the leadership team. Feed back and discuss the results of the team survey. Prioritize team effectiveness gaps to be closed. Jointly establish the action plan and success metrics. 
  3. Team Development
    a.  
    Conduct team working sessions and coaching, as needed, to close top priority gaps.
    b.  Between team development sessions, specific team members usually take the lead to facilitate planned action steps.