“I’m beginning to question whether we have spent sufficient time with the Leadership team preparing them for the months ahead. It’s inevitably going to be a difficult period and I don’t believe that they are well prepared to take on the changes that they need to make.”
Our discussion continued as we drove away from the plant. We had spent a considerable amount of time addressing the required restructuring of the group to improve profitability and competitiveness but precious little time addressing issues within the leadership team. Right from the beginning of our engagement the problem statement excluded any mention of the Leadership team and its role and yet clearly a lot of the existing issues had developed on their watch.
“Yes of all the groups in the organisation they are the least well defined, are under led and are certainly under resourced” my partner continued.
“It’s ironic, isn’t it, that the team that is best placed in the whole organisation to address these issues is the one that has most difficulty in doing so” I responded. “It’s as if they are too close to the issues to be able to make an objective assessment and take action.”
“You’re right” my partner continued “they lack both structure and direction probably as a result of the lack of independent input to their strategy and organisation.”
This last comment brought home to me the importance of external stimulus to the functioning of a Leadership team. It was clearly evident that this group had lost its way over the past years. Its purpose was unclear and its roles and tasks were poorly defined. And yet the irony is that, as a group, they possessed the highest level of authority in shaping their own working contexts.
“I propose that we get the group off-site somewhere to give themselves some space away from the day job to start addressing some of these issues” my partner was beginning to warm to the task ahead. “Probably needs to be over the weekend so that they won’t be missed by the rest of the management team. It will also help us to start breaking down some of the barriers and launch some team building work with them.”
His take on the situation was right on the mark. We needed to get the team to address their own shortcomings in a safe environment where they could begin to address how they as a group need to develop. The team dynamics did not support the strategy going forward and there were also some resource gaps in key areas that would seriously prejudice the successful implementation of the strategy.
The key issue now was how to broach this with the CEO in the morning. It was clearly going to be a delicate conversation…….