At the executive level, a group of smart, capable individuals does not automatically result in a team.
At the executive level, leadership cannot operate leader by leader. It operates as a team and as a leadership system.
What matters is how leaders operate together, how decisions are made, how pressure is held, and what leadership behaviour normalises across the organisation.
Individual capability must be cultivated in service of the team. And the team must be aligned well enough and inclusive enough to use that capability to best effect.
When both are addressed together, alignment is not short-lived. It locks in and the organisation moves with greater coherence, pace and trust.
Clarifying what this executive team is responsible for delivering together — and the legacy of leadership it intends to leave.
Agreeing the culture the executive team must model and sustain if momentum, trust, and performance are to be maintained across the organisation.
The team in its current formation is new, or has new members.
New strategy or growth ambitions are not translating into execution.
The executive team is under sustained pressure and alignment is slipping.
Post-merger or transition requires a new way of leading together.
Cultural signals from the top are inconsistent or unclear.
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