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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Senior Team / Board AssessmentIf 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.
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Senior Team EffectivenessYou 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.
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Strategic LeadershipTo 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.
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Decision Dynamics Assessment for Team DevelopmentHow we work with the AssessmentWe 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 membersObservations 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. |
Sample Chart D: Different work styles may create team tension and/or innovationEvery 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’.
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Sample Chart E: Another aspect of our Assessment: Team motivators and engagement driversTeam 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.
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Team View of Company CultureFor 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 |
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