Every organisation has a Leadership Team. Some even have several.
But the term “Leadership Team” often seems to be a title rather than a testimony to true integrated teamwork.
As a Chief Culture Mechanic, I’ve observed that not every group of leaders bristling with C-Suite titles necessarily forms a real, functioning team.
Let’s explore what differentiates a nominal leadership team from a functional powerhouse and why it matters.
The Illusion of a Team: Surprisingly, many leadership teams exist merely by virtue of titles or reporting lines drawn on an org-chart. Individuals ascend into these roles, often by virtue of specialised domain expertise. Sliding into the leadership team as if it were a mere byproduct of their career trajectory. But being an enterprise leader requires a different mindset – and being a ‘team’ results from more than holding a role or title.
A Cacophony of Complaints
Behind the thin facade of unified leadership, a chorus of discontent often simmers. Leaders and team members voice support in the boardroom, but bicker and whine in private. Let’s delve into the common grievances that surface when a leadership team is more about titles than teamwork:
- From the CEO/Managing Director: “Why doesn’t my team work together to solve problems affecting our entire enterprise? Why do they nod in agreement in meetings but resist in practice?”
- From the Team Members: “These meetings are a waste of time. We discuss the same issues repeatedly without any progress.”
The Pitfalls of Poorly Defined Teams
Without a clear purpose and understanding of their roles, leadership teams can quickly become dysfunctional. This inevitably leads to:
- Strategic Misalignment: Where actions and decisions do not support the overall business direction (or even worse, do not happen at all).
- Cultural Erosion: Where inconsistent leadership undermines organisational values and morale.
- Operational Disruption: Leading to inefficiencies and a decline in productivity.
Defining the Purpose of a Leadership Team
A true leadership team is not a gathering of individuals who report to the same person. It is a strategic unit designed to tackle enterprise-wide challenges, drive strategic decisions or spearhead critical initiatives.
The CEO or MD must clearly articulate the purpose of this team. Whether it’s for decision-making, strategic consultation or task delivery.
Transforming Names into Teams
Transforming a group of high-performing individuals into an effective leadership team does not happen by chance. It requires intentional design and ongoing effort. This includes:
- Setting Clear Expectations: Define what being part of the leadership team entails and the collective goals they are striving to achieve.
- Building Cohesion: Foster an environment where diverse perspectives are not just heard but are integral to decision-making.
- Continuous Development: Equip your leadership team with the skills necessary to move from functional expertise to strategic enterprise leadership.
Conclusion
Creating a leadership team that truly functions as a team is an investment in your organisation’s future. It’s about more than just aligning strategies; it’s about crafting a cohesive unit that can pivot, adapt and drive the business forward collectively.
