All too often, executive teams stumble in their attempts to lead their organizations effectively. Michael Beer explains how to refine a top management team to advance a company's strategy
Team members must be eager to resolve differences and agree to the best solutions based on facts.
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Executive teams serve a critical role for organizations: They are tasked with defining the company’s strategic direction and ensuring the enterprise is organized, managed, and led effectively to execute the strategy smoothly and in a timely manner. Yet all too often, management teams do not fulfill their leadership role well—and in some cases, executives on these teams seem to know it.
Consider what a vice president of marketing said about his top team in the article “Fragmentation and the Other Problems CEOs Have with their Top Management Teams,” written by Pennsylvania State University Professor Donald C. Hambrick:
“Team? How do you define a team? When I think about a team, I think of interaction, give and take, and a shared purpose. Here, we are a collection of strong players but hardly a ‘team.’ We rarely meet as a team—rarely see each other, in fact. We don’t particularly share the same views. I wouldn’t say we actually work at cross-purposes … a lot of self-centered behavior occurs. Where’s the ‘team’ in all of this?”
That article was published in 1995, but team cohesiveness problems persist 30 years later. Even many CEOs, the ones who should be setting the tone at the top, know that their management team’s ineffectiveness is leading to the underperformance of their company, but they don’t know how to improve the situation. They have the power to affect change yet cannot seem to achieve it. This indicates just how difficult it is for leaders to develop effective top management teams.
This article was provided with permission from Harvard Business School Working Knowledge.