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Developing Top Teams- A blind spot in organisations?

Source | LinkedIn : By Santhosh Babu

“All senior leaders of Uber should go through leadership training and coaching and all managers should go through a training focusing on unconscious bias and people management skills.”..says the report by former U.S. Attorney General Eric H. Holder Jr., hired by Uber to address mounting criticism of the company amid a wave of workplace scandals.

“I must fundamentally change as a leader and grow up,” Uber CEO Kalanick, 40, wrote in a note to Uber employees Tuesday, Feb. 28. “This is the first time I’ve been willing to admit that I need leadership help and I intend to get it.” This was when a video appeared in public showing him arguing with an Uber driver and losing his temper.

Four months later on a Tuesday, 20th June Kalanick resigned  after a shareholder revolt that made it difficult for him to stay on at the company.

While most organisations have a strategy to develop their talent; the top team development usually becomes a blind spot and takes a back seat. Top teams usually have high levels of responsibility, ambiguity, and accountability and pressure so focusing on serious and collective top team development often becomes a luxury not a necessity.

While top teams actively engage in talent development for others in the organisation, reflecting on the efficiency of their own leadership occurs only occasionally through some surveys. And then these surveys throw up some insights about the top team effectiveness they usually spend a day to discuss this and take actions. When you compare this to the developmental inputs that a middle level executive or a high potential talent receives in an organisation, you understand that this is negligible.

Read On….

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