In leadership teams.
In leadership teams.
I’ve worked in teams and with teams for the last three decades as an entrepreneur, CEO, consultant and educator. Countless times we pushed, pulled, squeezed, convinced or inspired each other in teams to give our best. My passion for team performance is fuelled by the eagerness to learn more about it, every day.
Programs & Workshops
Post-lockdown executive realignment
The world’s frenzy stopped for two months. We paid a high price in lives and livelihoods that were lost or affected. For most of us, fear, frustration and confusion were intertwined with self-reflection, hope and plans for a new way of living, working and performing. As executive teams go back offline to leading their organisations, they will need more than ever to achieve clarity, alignment and engagement on how they plan to successfully adapt their business to the new post-pandemic reality.
Leadership styles in executive teams
All leadership teams are full of highly successful people. But sometimes, a new challenge or a new aspiration requires a new leadership vision and behaviour. Results can be achieved in many ways, but some are more productive than others. Choosing the right way as a team requires clarity on what it is, what it should be and how to get there.
The key words defining high performance, like responsibility, commitment, trust and others, mean different things in different cultures. Not being aware of how to create a team’s common understanding often leads to lots of time, energy and performance lost in frustrating meetings, emails and failed projects.
Effective working group or high-performing team?
High-performing teams are a kind of mantra of the corporate world that goes mainly unquestioned. But when we talk about the top level of an organization, in many cases, the organizational structure is not designed for a team, but for a working group. Not seeing and acting on the difference makes being in charge together more confusing than rewarding.
Building trust for high-performance
We all want trust to thrive in our teams, few of us get it. The reason is most of the times trust does not grow in teams by default, but by design. We think trust is a consequence when it should be a purpose. And, like with any purpose, its completion needs dedicated time, structure, action and evaluation.
Constructive Dialogue in high-performing teams
Executives spend most of their time in individual or team meetings. Do they get the value for the time and energy they put in? When not, the main reason is that participants could not engage in a way that created a valuable result. Constructive dialogue is not a polite search for the best compromise. It is a set of specific practices and patterns that creates the best outcome from every interaction.
Sustained high-performance through OKRs
Many companies foster organizational cultures that praise effort and engagement. At a first glance it could equal productivity, but more often than not it equals mediocrity, frustration and burnout. This happens because individuals, teams or departments often work intensely on misaligned or even contradicting priorities. Results, although there, don’t add up. Objectives and Key Results is a methodology that creates a culture of sustained high performance in teams and organizations in any domain and at any stage of their development.