Executive Boards and their Ongoing Evolution
As one of the pioneers
in management team coaching
(starting in 1987), Lauda’s
work is based on a wealth of know-how in live interventions with top teams, especially with international, multi-cultural corporate teams.
has recently drawn a new essence of all its experience and adapted it to executive life under “2020 paradigms”. In no small ways was the new approach also motivated by the observation that many executives have strong reservations toward (even resistance to) generic approaches
of executive team building. Reasons are, among others: (A) Not enough specific attunement to a top group’s unique 'personality' and requirements; (B) Positive outcomes often can't be sustained in the longer term
(partly as a consequence of above point A); (C) Team building activities either take attention and energy from what matters most – business; or (D) being too time consuming.
Even the leaders being most critical/suspicious of generic team building activities are usually keen to improve key relationships
within their management group if offered innovative and 'entrepreneurial' approaches. And top executives usually recognize quite clearly they are individually responsible for the success of the relationship dynamics with important others (that they know determine the business' success, not only that of their own career). So they are regularly keen to invest energy into a promising new approach toward upgrading peer relationships.
process is a 'relationship effectiveness exercise
' within a top group and isn't primarily aimed at generating a role model executive team 'over night'. Rather, the focus is on attaining definite progress toward the all important co-effectiveness
factor. And on accelerating the development of three qualities
that great leadership circles excel in:
- UNIFIED INTELLECTS – an executive circle finds new ways for intelligently cohesive, genuine co-operation. In it improved pathways establish themselves for fusing decisive intellects effectively.
- FOCUSED STAMINA – next, members of the executive circle add an element of strength (co-stamina) to their mental unity. Mutual support regains its positive momentum, and begins to pay dividends in terms of business (and, not entirely unimportant, in terms of fun).
- DYNAMIC SPARK – a new level of shared spark turns 'positively contagious' beyond top management itself, directly impacting a larger pool of highly valuable contributors and talent. An agile and highly effective top circle convinces with its superior dynamics.
Examples of practical solutions for specific challenges
responsibility is finding viable solutions
for specific challenges, such as:
- New, corporate strategies require swift implementation through motivated business unit leaders and their teams. Yet internal resistance slows down progress dramatically.
- Management teams that are complemented by new members need to generate highly productive cooperation without much trial and error. The goal is to swiftly affect other important tiers/layers in the organization (business units, key talent/individuals etc.).
- A business unit has difficulties reaching its goals. Strength in realizing important market opportunities becomes even more paramount, so does executing measures and strategy supportive of revenue increase. Yet, dedication to internal affairs and some 'political' activities are big obstacles. Now the call of the hour is to bring fragmented performance dynamics toward a shared, strong forward movement – swiftly.
- Capable leaders generate great success with their own teams of direct reports. Yet those teams have a hard time generating smooth intersections/overlaps with other essential corporate teams. A Company Is Team attitude is the objective – a real-life demeanor that reduces friction and strengthens effective cooperation among teams. Teams that is, which decide the organization’s business success.
- Upper management layers need to be complemented by often rare, valuable talent. Yet, the current leadership culture doesn't have what it takes to attract the best candidates. It becomes obvious that the logical starting point for top level talent attraction and retention is the existing management team.