Posted by Evan Smith on Thu, Jul 16, 2009
In a wide array of recent engagements with companies and projects, covering
an array of senior executive teams led by CXO's, we observe that SOME
perform with real synergy - where the teams are able to create
dramatic, innovative value beyond the individual contributions of their
members - while energetically engaged with each other, connected in
important emotional and psychological ways.
OTHERS... cannot create business outcomes, are slowed by friction,
full of unhappiness, rife with defection and "retirement-in-place".
What leads to these dramatically different outcomes?
Observation suggests that results do not FOLLOW "good feelings" on the
team, but precede or run in parallel with good feelings. Further, the
role the senior leader plays in the group, and how s/he plays that
role, has some impact - that the "leadership stance" the senior leader
is able to create, can dramatically organize and motivate positive team
process and outcomes or work against good outcomes. The stances of
individual team members - leaders in their own right - shape the
dynamics of the team. Finally, observation suggests that the personal
connection of each member to the team's shared commitment (its mission,
or purpose, or objective) is fundamental to the ways the team operates.
In your observations of senior teams - in your organization
- what have you observed about how top performing senior teams work -
and what contributes to their success or failure? What stories about "best" team experiences can you share?
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