Do You Have A High Performing Leadership Team?

“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…….

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Does Emergent Leadership Play A Part In Your Organisation?

“This is my favourite time in any change management project. We’ve gone live and the organisation is beginning to find its feet. It’s fascinating to watch how the new relationships develop, the bonds are created and the whole thing comes to life.”

My partner and I had just left the headquarters of a medium sized group who we had been helping through a major restructuring programme.

“I agree; these are exciting times” I concurred as we drove through their security gates. “I share your fascination with this stage of the process. It’s going to be really interesting to see how the group adapts to the new structure over the next few months. They’ve brought a lot of new people in; some of them in pivotal positions“

The group’s senior management team had embarked on a major restructuring programme some nine months previously against a backdrop of reducing turnover and profitability. Whilst similar downturns had been experienced by the majority of competitors in the sector it seemed that our group had fared worse than the majority. The group had grown both organically and by acquisition over the last 20 years and served a wide range of markets competing primarily on the technical superiority of their products.

“Yes, it’s that part that worries me most” my partner continued. “Their competitive position is driven by their technology edge which is vested in key individuals within the organisation. I’m not convinced that this will be best served by the degree of centralisation that is being proposed”

As with most programmes that are executed in such circumstances the major thrusts were towards increased centralisation to improve control and stripping out several of the smaller non-core businesses to enable the group to focus on the more profitable elements of their portfolio. The group had also recruited several executives into senior leadership positions within the group to bolster what was perceived to be a structural weakness of the existing team.

“I’m still not convinced that the leadership team really understand how their teams function within each company.” my partner continued “The primary influence in the majority of the companies is the technical expert who not only understand the products but can also relate to the markets they serve. These are the people that the teams really trust and look to for guidance not the management team.”

My partner had highlighted a key issue facing the group going forward. The restructuring programme embraced a significant increase in the level of centralised control targeted primarily at increasing profitability through better allocation of resources and leveraging the group’s position to drive down cost. This would inevitably lead to a clash with the existing culture of informal technical leadership within the majority of the group. These largely self-governing groups are the cornerstone of their competitive position.

It looks like it’s going to be an interesting few months…..

Leadership…..And The Change Management Paradox

“You know it never fails to amaze me how difficult managing change can be. Even when everybody’s up for it it’s just a struggle from beginning to end.” My partner was clearly suffering after a difficult week with our client. It seemed that everything that could go wrong had done so along with a few more things that hadn’t been foreseen by either us or the management team with whom we had been working for several months.

“I can’t see why you are so surprised” I responded somewhat unsympathetically as we sat down at a table to enjoy a well-earned beer. “You know that managing major change is amongst the most difficult of challenges that any leadership team can face.”

“Yes I know but whatever approach I take I cannot get them to buy into the need for them to change along with the rest of the organisation. It seems as if they are blind to the fact that the change impacts them as much as the rest of the organisation” my colleague’s frustration was all too evident. “They just don’t seem to accept that they need to change both individually and as a group as much as the rest of the organisation.”

It was a situation that we had faced many times before. The Leadership team’s focus was on the rest of the organisation. The imperative was to help the organisation to face up to the changes that needed to be made not to face up to the challenge that confronted them as a leadership team. The impact of change on the leadership team is often under-estimated primarily on the basis that they are more change oriented. This was certainly the case here.

“So, have you any thoughts on how we might change our approach?” I asked somewhat apprehensively given his mood. “It’s pretty clear that they are blocked as a team and almost certainly on an individual basis too. We need to find a way to stimulate some creativity to enable them to engage with more options”

My colleague nodded in agreement; his eyes drifting into the distance as he pondered the dilemma before us.

“The really interesting thing” he began after a few minutes “is that they are pursuing a really aggressive timescale when what they really need to do is to take some time out and create some space. I know that the Ops Director is concerned; his team is really creaking and I suspect that the Finance guy has similar concerns.”

“Well ok let’s use their concern as the way in. We can build on it and use it as the way to create some space. It will give everybody the chance to take stock and really think about the implications that the change has for them. Hopefully they will begin to sense the emotional and behavioural changes they need to take on.” I suggested.

“You know, if this were a systems modification we’d recommend using a sand-pit environment to really evaluate the change in a set of safe and secure circumstances – no damage to anybody but a massive learning opportunity for the whole organisation” he continued.

“So why don’t we do something similar” I suggested “call it Transition Space……”

Leadership Behaviours….. (Part 3)

“So tell me, if you think back through your career who were the leaders who really made an impression on you?” I asked my colleague as we headed towards the local diner.

“That’s really difficult for me to answer – there have been so many. My first boss made a real impression on me; nothing fazed him, he approached every situation in the same way. It didn’t matter to him whether we were facing the biggest crisis in the company’s history or thinking about developing a new opportunity he just seemed to respond in just the right way.”

“Hmmm that’s an interesting observation” I responded “so, what was he like as a person?”

“The first thing that struck me about him was his depth of experience. Sure he was nearing retirement but even so you could not be anything other than impressed by the range of his knowledge; he just seemed to know a lot about everything” responded my colleague enthusiastically “but I think the most impressive thing about him was the degree to which he influenced the entire organisation – way beyond his remit and certainly well above his pay grade.”

“You know it’s funny but you meet an awful lot of similar individuals within many organisations; the whole of the organisation just seems to depend on them. Tell me some more about your man” I continued.

“He was really positive and totally confident not only in himself but in all of us too. It just rubbed off on you; it seemed that we could achieve anything – and we did. But he was also probably the strongest person mentally that I have ever met.”

I smiled inwardly.

“I remember the speech his boss made at his retirement presentation. His list of achievements was endless. He’d played a key role in every major development within the company in the last 25 years and was highly respected for his ability to beat the odds and bring the job home.” he continued. “And yet I also learnt that he’d experienced more than his fair share of setbacks in his personal life. I just cannot work out how somebody who had gone through so much could remain so positive and upbeat.”

“Well I think that may depend upon your perspective on these things “  I concluded.

Leadership Behaviours….. (Part 2)

“You know, I’ve been thinking about our discussions over the last couple of weeks and there’s something troubling me” my colleague opened with as we sat down for what was becoming our regular discussion over coffee. “You seemed to be saying that it was really important that a leader shouldn’t be overly influenced by the thoughts and views of others but surely it’s important that these other views are considered”

“Well yes of course it is” I countered. “What I meant was that as a leader it is really important to be seen as operating in a way that is true to your own values and that your actions and decisions are a consistent reflection of them. I think what you’re talking about is something subtly different.”

“Hmmm, I’m not sure I understand the point you are making” responded my colleague with a somewhat puzzled expression.

“I think that what you are talking about is what I would call objectivity” I continued by way of explanation. “Others call it by all sorts of different terms such as taking a balanced view or remaining independent but we’re all pretty much in the same area. It’s about recognising that in any situation as a leader you need to able to embrace the views of others including most importantly those that you disagree with.”

“That sounds to me like you are advocating compromise” responded my still somewhat confused colleague.

“No – definitely not. What I am saying it that, as a leader, you need to recognise that all viewpoints have their strengths and weaknesses including your own. It’s really important that in deciding on a course of action you consider and evaluate everybody’s views and opinions and then make a balanced judgement based upon the full picture. In my opinion it’s probably the surest way of developing trust and respect between you, your team and your organisation.” I enthused. “It shows that you are open about your own perspectives but are also objective in considering those of others.”

“I think I’m beginning to understand what you mean but it still seems somewhat paradoxical. I think I need a little time to think this through” responded my colleague as he put down his coffee cup.