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Sunday January 17, 2010

Topic: Executive Management

Reference:  Annunzio, Susan Lucia.”Lessons From Team Fumbles”.Chief Executive, November/December 2009. pp.35-37.

Top leadership in organizations is often trained to look for problems within the organization, but may have a blind spot for analyzing, resolving and implementing solutions for challenges faced by the senior management team itself. Call it projection, denial or plain arrogance but many senior executives are not well versed in self-diagnosis. In many ways this is a cruel twist of fate, as the functionality of the executive team often dictates the outlook and performance of the entire organization.

Sunday January 17, 2010

Topic: ExecutiveManagement

Reference:  Annunzio, Susan Lucia.”Lessons FromTeam Fumbles”.Chief Executive,November/December 2009. pp.35-37.

Top leadership in organizations is often trained to look forproblems within the organization, but may have a blind spot for analyzing,resolving and implementing solutions for challenges faced by the seniormanagement team itself. Call it projection, denial or plain arrogance but manysenior executives are not well versed in self-diagnosis. In many ways this is acruel twist of fate, as the functionality of the executive team often dictatesthe outlook and performance of the entire organization. If the executive teamis selfish and capricious, then the organization is ordinarily afflicted withthe same problems. If the executive team lacks savvy and the ability toadequately manage risk, then the organization will lack adequate businesscontrols. These imperfections are often observed in organizations filled withhubris, led by cowboy senior executives, or teams severely lacking in emotionalmaturity. The recent testimony of bankers before congress is a great example.You know these organizations by a fundamental lack of accountability, toxiccultures, and an inefficient distribution of resources. In the referencedarticle the commentator captures the essence of the problem extremely well.“Merrill Lynch & Co. offers an illustrative case. It has been widelyreported that former CEO Stanley O’Neal, who was dumped in October 2007,thwarted debate, ignored feedback from other firm leaders and fired peoplewhose views didn’t mesh with his own.” The commentator points to the positiveaspects of high performing senior teams as the best way to address theseproblems. These include treating people with respect, confronting harshrealities, debating vigorously, and making fact based decisions. “Hard timesare fertile breeding ground for fear-based behavior. During such times, leadersobsess about what they have to lose, rather than think rationally about whatsteps they need to take to win.” I find this to be very insightful anddescriptive of the problem. Executive teams can combat these problems with aviable strategic plan, a realistic team charter, executive coaching, andperiodic cultural assessment. It is critical to ask how are we doing? Are westill on point? Are we communicating the right messages? Leadership is hardwork. It is important to be able to check egos as the door and look inwardperiodically. Is your executive team taking the right approach?