Sometimes executive teams can function as a group of solo contributors, but more often they don’t. Frequently, CEOs recruit individual stars but fail to build a galaxy—dooming themselves to the fate of those who thought assembling some top performers would suffice when their competitors realized it wouldn’t.
Research offers overwhelming evidence that groups of extremely bright and talented individuals often appreciably underperform when compared to groups of average or above-average talent. Why?
Too often, CEOs think they’ve done their jobs by collecting the individual stars. Then, they retreat to a safe distance to watch the innovative fireworks. However, instead of engendering the hoped for “oohs and ahhs,” too frequently the group—which never formed into a team—causes a hugely expensive dud.
In her work with executive teams, Linda has influenced the links between input (the team members) and output (the team’s decisions, actions, and results). Only those teams that start with exceptional people can expect extraordinary results, but then they must do more. They must rely on each other to maximize their collective talents.
To help you build teamwork, we begin by understanding your company’s strategy and culture. Then, we focus on how your executive teams exemplifies the eight functions of a High-Performing Team: leadership, trust, accountability, decision-making, conflict resolution, communication, goal setting, and collaboration.
Once we understand your team, we will help you in the following ways: