Building the coherence of a senior leadership team (e.g. Executive Committee) so that imperative team goals are achieved that can only be achieved collectively.
Typical
intervention
Establishment with the leader of the need for team development – (true collective work-products and a coherence/performance gap). Use of already scheduled off-sites of the team to move forward strategic issues in a way which also explicitly builds trust, candour, conflict handling, commitment and accountability. Parallel coaching of individual team members to align their own contributions to the team effort in a way which helps manage tensions with personal agendas. (Optionally: a 180 feedback process).
How it creates
great performance
Senior leadership team incoherence is more visible to the organisation it leads than its members appreciate. Research shows it impacts organisational profitability far more than of an individual CEO’s performance. In some cases investment in coherence is not justified by business need. However in complex, transforming organisations leadership team coherence is imperative.
In these cases, it is clear from experience – and now also from research – that team alignment is a significant driver of either super-normal performance or dramatic under-performance.