Enhancing Top Team Performance

Background

In recent times, it has become commonly accepted that no one person is likely to have sufficient skills, knowledge and vision to guide an organisation, division or function through the complex maze of a rapidly changing work place. In today’s organisations, leadership is now seen as a shared function amongst top team members where collective wisdom, the sharing of knowledge and joint decision-making is the norm.

In order for a top team to be effective it is crucial that team members learn to separate their role and potential bias, as representatives of their respective business functions, from their role as a member of the top team with collective responsibility for providing leadership for the business as a whole.

At CPS, we are constantly aware of the powerful forces that can prevail around top team tables, based on established patterns of behaviour that may no longer be appropriate. One consequence of this may be reduced leadership effectiveness.

Our Approach
Enhancing Top Team Performance

Offering a neutral, non-judgemental environment, CPS has the skills to unlock the potential within top teams by helping:

  • team leaders to distinguish between operational and strategic meetings and develop the appropriate skills and styles of behaviour to manage both
  • team members to recognise the difference between operational and strategic styles of contributions and perform accordingly

We will also work with a top team to help it:

  • gain insight into the unconscious dynamics within the team which may adversely affect performance
  • explore the role relationships rather than the personal relationships between individuals
  • question habitual methods of decision-making
  • develop effective feedback skills such that individuals learn to give and receive feedback to and from each other

We will use our skills to help top teams recognise, confront and, where necessary, change any ingrained, repetitive, unconscious behaviours that may be confounding successful team-working.

Individual behavioural issues unearthed during the course of this process, which may have a negative impact on team performance, are usually dealt with separately in one-to-one mentoring and coaching sessions.

See One-to-One Executive Mentoring and Coaching
The CPS Framework

CPS believes that progress can be made over a relatively short period of time. A typical format would be three, two-hour meetings with a gap of four to six weeks between meetings. This allows teams to have time to reflect on and experiment with new forms of behaviour.

To create the most effective working environment, we encourage meetings to take place away from the team's normal workplace.