Source | chiefexecutive.net | Jack McGuinness
Leadership teams set the tone for their organizations—if they are resilient, laser focused on results, debate and challenge each other well, and learn from each other, the rest of the organization is much more likely to behave in a similar fashion. Great leadership teams leverage the experience and talent of their executives and serve as force multipliers for their organizations. To make this happen, leadership teams need to establish a sound foundation so that it can navigate the natural twists and turns related to leading any enterprise. This is hard work and it’s not sufficient to simply assume that all executives know how to be great leadership team members and build a great leadership team.
“Great leadership teams leverage the experience and talent of their executives and serve as force multipliers for their organizations.”
The Case for Nurturing
Great leadership teams aren’t complacent. The essence of Marshall Goldsmith’s book “What Got You Hear Won’t Get You There” is a good mantra for leadership teams to adopt. Just because a certain approach or style of leadership worked in a previous environment does not mean that the same approaches and styles will benefit their work as leadership team members in a different environment. Executives on leadership teams have to play two very important roles – functional or business unit leadership and stewardship for the enterprise – and these roles are not always easy to balance. Specifically, sometimes a leader’s enterprise role requires him to subordinate his functional or business unit role for the ‘good of the organization’ which can be a challenging construct for some leaders.