f you look at the challenges of the „3U-Times”, it becomes obvious that even excellent individual leaders become unable to cope with the increasing complexity and dynamics of problems. Our experience shows that in times of uncertainty, unpredictability and unexpected events, the development of strong leadership teams is the most effective form of corporate governance.
For us it is obvious is that the quality of the interaction in the Management Team has an enormous impact on the economic success of companies. This applies in particular to industries that are characterized by high dynamics, turbulence and fast pace.
Major outcomes of the work of the Leadership Teams are critical decisions. This immediately raises the question: What leads to smart decisions? A feature of effective Leadership Teams is a strong “dialogue-culture”, which leads to smart decisions and is the basis for effective strategy work. The best Top Management Teams are masters of a conscious interplay: creating an open space for exploring options and possibilities and afterwards coming to conclusions, commitments and decisions
On the one hand it is about the wisdom of the decisions made, and about the effectiveness of their implementation, on the other hand it is about the cooperation within the company. The reality within Senor Management Teams, either excellent or poor, is found repeated in lower levels, many times at an higher level. In the way departments cooperate or do not work well together, along with core processes, can also be seen in the functioning or non-functioning cooperation between interfaces of the organization.
What kind of leadership team within your company or unit?
In our consulting work, we work mostly with two prototypical set-ups for executive teams:
Set-up 1: Leadership Team, consisting of one circle
This kind of leadership team usually consists of five to twelve members. These teams work on basic decisions influencing the major developments and the future success of the company or the unit.
Set-Up 2: Leadership Team, consisting of two circles
Especially in larger organizations, it is sometimes necessary to involve a larger number of key leaders in the work of the leadership team. We often work with two circles. The smaller circle – described in Set-Up 1 – usually does the preparation and sets the pace for the work in the expanded group. The extended circle – sometimes up to 30 people or more – serves specifically for handling cross-functional issues, for the coordination of cross-sectorial initiatives and for preparing, finalizing and implementing major decisions.
An international management team in DIALOG mode