leadership
...fully manages these processes will determine its performance, which can be assessed two ways: • Production of results: How well the team fulfills its mandate to produce consistently positive results (earnings, growth, returns, etc.) and to maintain organizational performance in the face of strategic and environmental challenges. It also includes the quality of decision making, the ability to implement decisions, success in solving problems and completing work, and ultimately, the quality of institutional leadership the team provides. • Maintenance of effectiveness: How effectively the team operates as a team—its ability to satisfy its members’ needs, to work together over a significant period of time, and to adapt to new demands, situations, or challenges. These two dimensions constitute the necessary and complementary aspects of performance. In other words, the team must maintain its effectiveness as a team in order to ensure the consistent production of quality results. Teamwork at the Top 8 Common Problems in Executive Teams It’s one thing to understand how executive teams ought to work; it’s quite another to actually make them work that way in the real world. Unfortunately, we’ve come across far too many ineffective executive teams that suffer from these problems: 1. Synthetic Teamwork: Many so-called executive teams really aren’t teams at all. There’s no coordinated effort or synergy; people merely take turns dumping information. Synthetic teamwork creates several problems. By raising and then destroying the expectation that the team will play an active role, the CEO fuels frustration and cynicism. If there’s no COO and no team effectively playing that role, the lack of coordination cripples ...