Do you have the right leaders on board?
Does your senior team work together flawlessly? 
Does it make strategy happen and drive transformation?

How we assess and develop your team

Your senior team (or board) might have been perfectly fine in the past, achieving results and getting along. However, the landscape may have changed and you need a different business strategy (Innovation? Globalisation? Sustainability?). This will influence your leadership model and require new senior level competencies.
If you aim to upscale your team and to create buy-in and shared responsibility for the change process, we can support you with assessments, team development and implementation.

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• Our results oriented, validated assessments can be custom designed and bench-marked to your future needs.
• You gain a clear, objective picture of who in your team will meet the new challenges.
• The Group Report can be used for team development. It creates engaging dialogue about the unique contribution of each person and how diverse personalities can work together.
• Our engaging strategic alignment process helps your team transition between strategy development and implementation work.

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Senior Team / Board Assessment

If you need to upscale your senior team or evaluate your board, you should start with our Decision Dynamics assessment. It provides a benchmark for role, level and industry and gives clear indications of strengths, development areas, job fit and future potential.

Senior Team Effectiveness

You may find that you have high level performers in your team, but just like in football; many great players don't guarantee a top team. We can engage your team in a development process which diagnoses and remedies possible breakdowns and creates a high performing team culture.

Strategic Leadership

To help you drive strategy and change, your executive team ought to be very clear about the shared vision, goals and implementation plans. It also needs to commit to its leadership role as driver of effective culture. We can facilitate strategic away days and dialogue that foster integration.

Decision Dynamics Assessment for Team Development

How we work with the Assessment

We can use our Decision Dynamics Assessment to assess the members of your leadership team - comparing their scores both to their own team profile (chart C) and the benchmark report of the 20% best performers on their level (Chart B).  Insights about misalignment will drive development discussions. The team will also receive an aggregate report that features the different leadership styles of the team members (chart A). 
Based on these data, the team will be able to engage in dialogue about diversity, group dynamics, possible tensions, strengths and development areas of the team. They will also be able to compare their own style preferences with clients and suppliers, and hence improve their stakeholder management.

Sample Chart A: Team Profile, Leadership Style of four Team members

Observations for the team debrief: What are the strengths and blind spots of this team? 
Based on the Team Profile, team members have very different profiles. Tom and Carl are very action oriented, Anna, Carl and Sintje are strategic. Tom and Anna are highly flexible, they like to work in a trial-and error mode and can adapt to changing situations quickly. Anna also can provide some good strategic thinking. 
These different profiles may cause tensions in the team: Tom may consider Anna and Sintje slow, theoretical and wordy. Carl and Anna may be able to 'bridge' in team conflicts, as they are also rather action oriented or flexible in their approach. 
Team members have different strengths that they can add to the team - Tom will be the crisis manager who can take quick action to react to changed circumstances. He will also be able to manage stakeholders who like quick, powerful action. The others will give his decisions more depth, ask the right questions and plan more long term. They will be respected by stakeholders and clients who look for quality and think long-term. 

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Sample Chart B: Top-performance Benchmark for leaders at a similar level (researched)

Sample Chart C: Success profile the team came up with - can be compared to the 'top performance chart B '.

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Sample Chart D: Different work styles may create team tension and/or innovation

Every team member will have one or two preferred ways of working, and when they compare their data, they will see how close they are in their preferred styles. If they are too much apart, there may be tensions and misunderstandings - which can be dealt with if brought to the open and discussed in constructive ways. If they are too close together, they may lack creative diversity and run the risk of ‘group think’.

Sample Chart E: Another aspect of our Assessment: Team motivators and engagement drivers

Team members are motivated by different career goals and rewards. If they are driven by different motivators, they can react to the same events in very different ways: some may view continuous change as a great opportunity and they thrive on it - to the point where they may even start driving unnecessary change. Others seek more stability and hence may be artificially holding on to old ways of doing things.

The View of Team and Company Culture

If you feel that 'culture' is in the way of your strategy, you might want to kick-start the change process through an assessment of the team or company culture. Below an example of how the team could work with the Denison Corporate Culture Survey. More information about this work is on our Business Alignment page.

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Team View of Company Culture 

For a snapshot of how your senior team views the corporate culture,  we can run the Denison Culture survey for you with a minimum of three participants. Based on the team-view report, we suggest some facilitated debrief sessions about how to drive a high-performance culture and achieve greater team and business effectiveness.
As an alternative, we can engage your team in a more intuitive self-evaluation (having the team highlight perceived strong and weak points on a blank circumplex), which also leads to action planning. 

Sample: Circumplex for Team Dialogue