The most senior teams, often leading organisations or large functions can drive or sabotage success. It may take a while, others can mitigate damage but ultimately a lack of collective purpose, friction and divisions or just plain lack of priority and decisions will do the job every time!
We spend a lot of time with executive or senior teams, and we propose to share with you over the coming weeks some observations, lessons learned, things that help and things that most certainly don’t (AKA avoid at all costs)!
As Einstein wisely stated, let’s begin by thoroughly examining the challenges and issues faced by executive and senior teams. This approach ensures that the solutions we offer address the root causes rather than merely treating the surface-level symptoms.
Team composition and origin
Most senior leaders consist of functional leaders, who come to the top table with a legacy, knowledge and priority – vested in that function. Their role around this leadership table requires them to leave those hard-won qualities at the door and suddenly think and act, function agnostically and for the collective good. It’s a big ask, often not explicit and behaviours become most apparent in time of budget and resources allocation.
Team role and purpose
Top teams are not just more senior versions of existing structures in the organisation. They have a unique reason for being which is to provide a collective strategic view, direction and drive – without diving into and dictating the doing. Staying in that “common space”, deciding, prioritising, planning from an “on” business rather than “in” business position. Being true to that purpose. Leaning out, not in, is one of the most significant challenges. The test is often the level of agenda items and focus of each item. If car parking is on there – it shouldn’t be.
Tone and tolerance
Executive teams often underestimate the power they can exert – not just in setting direction but “showing” what is expected, respected and protected in terms of behaviour and culture. Just like any set of expectations, we set the tone and get what we tolerate and if this has come straight from the most senior group of leaders, it is a powerful message – intended or not. Classic examples include; tolerating the bad behaviour of high billers, or business winners or people who excel, but repel in equal measure. You might also see toleration of non-compliance, because results are achieved or even waving through or accepting missed deadlines or results that are just good enough.
Over the next few weeks, we’ll dive deep into the hidden challenges of executive teams—getting real, practical, and uncovering what it truly takes for them to be not just effective, but extraordinary leaders who drive meaningful impact.
