Executive Team Alignment
Alignment of the executive team is perhaps the most valuable asset not on your balance sheet.
The highest value work of a senior “team” involves making progress on the vital few challenges of enterprise that cut across the businesses and functions. Creating a shared understanding of what your strategic imperatives are, choosing how to execute on them, and building strong enough working relationships to accomplish that are all apart of creating alignment on your executive team. Doing that type of work is fundamentally different than reporting out to each other on what is going on in each leader’s BU or function. Having and maintaining a well-aligned senior team requires considerable investment of time and additional effort – both in short supply at the top. It is hard for many CEOs and top teams to achieve being a well-aligned team for several common reasons: existing habits and norms have not evolved with the needs of the business, simply operating each unit of the business is extremely challenging, a chronic undervaluation of the opportunity costs of not having an aligned team, and, finally sometimes the senior team is in transition (new members, new situation). We offer an approach (framework and set of processes) that supports the CEO in gradually dialing up the focus on aligning the team at a course and speed that blends in with running the business. Our offering includes diagnostics to help determine the nature of the challenges and opportunities for the senior team and approaches to working on the various elements that create alignment of the top team (e.g. team mandate and membership, governance and management structure and processes, norms and principles for the team, building trust, etc.).
Is this for you?
- Is your senior team spending enough time on the right things?
- Do you worry that your team meetings are less effective than they need to be?
- Do you notice that your team is working too much at the wrong level but are unsure how to address that challenge?
- Do you experience having barely enough time together as a team?
- Do you see the team dancing around conflicts that are undermining performance?
- Do you worry that execution of the strategy is slower or more superficial than you expected?
- Are the resource allocation mechanisms (operating plan, budget, strategy) more disconnected than you are comfortable with?