Do you also think that your Organization has very Complex Talent Management processes that make it difficult to ensure Accountability and Transparency?
Are your leaders invested in continuously developing their skills and capabilities to lead your organization effectively?
Are you facing challenges in leading and driving change in your organization successfully?
Are you looking for the right fit in a leadership role to drive performance? Or the right methodology to hire Senior Leaders?
High Potential Survey 2019-20
Want to know what organisations are doing to identify and develop high potentials? Read our 2nd research report on high potentials...
Do you also think that feedback is a long and boring process and not be limited to annual or bi-annual discussions?
Does your 360 give long, boring and difficult to understand reports and does not clearly call out the actionables?
Is Retention at the Front line one of your important objectives? Would you want a single step solution to your front line attrition problem?
Can your HR Business Partners effectively Influence business without authority? Can they hold tough and critical business dialogues?
Does having best functional leaders ensure meeting organizational goals or even that leaders work collaboratively?
Science shows that you completely control 50 percent of your work performance - 8 Steps tells you how to optimize that 50%. The other 50%? You can’t control it so don’t waste your time.
One area demanding unrelenting attention from CEOs is effective team dynamics.
Amongst the top teams we have studied, “productive collaboration” seems to be a need and the levels drop even more when teams are dealing with high-stakes topics where each member has a differing, entrenched interests.
Collaboration is one, Alignment is another, Continuous communication amongst the members is yet another. And there might be other dynamics, specific to your organization’s context.
Correcting dysfunctional dynamics requires focused attention and interventions, preferably as soon as an ineffective pattern shows up.
Each top team is unique, and every CEO will need to address a unique combination of challenges. Often more than a single intervention is needed.
Developing a highly effective top team typically requires good diagnostics, followed by a series of workshops and field work to address the dynamics of the team while it attends to hard business issues.
The journey, customized to your context, is in following 4 phases:
When a CEO gets serious about making sure that her top team’s members are willing and able to help meet the company’s strategic goals, she’s likely to get results. The best top teams will begin to take collective responsibility and develop the ability to maintain and improve their own effectiveness, creating a lasting performance edge.