Critical Senior Team Building Techniques for CEO's
Many Chief executives do not give enough attention to team building techniques. They would almost never take their market or regulatory market for granted they would certainly try to influence matters to the benefit other enterprises. are often not considered urgent. The result is many CEO”S accept everything as “a given “about their top team, the structure, composition and support or not of their senior leaders.
Being in a senior leadership team is more than just being a competent manager or a great leader of your own organisational unit.
Given a choice on where the spend their time in my experience most executives want to focus on their “real job” rather than wasting time on endless meetings dealing with non-urgent issues that may seem to have little relevance with their leadership roles.
It doesn’t have to be that way,
Senior teams should have great potential offering a great reservoir of talent, experience, perspective and creativity to improve the decision making of the organisation. But only if the CEO understands the necessary team building techniques required.
A senior team surely offers more competitive advantage and synergies than a group of senior leaders?For more information on leadership theories Go to leadership theories. click here
Two fundamental team building techniques to make a senior leadership team great.
This is about:
This is about:
Effective team leadership needs both of these team building approaches to be fulfilled. Number 1 is about good foundations but it is nothing without hands on leadership.
There is not one way of achieving this as the circumstances and skills and capabilities of top teams differ. But according to Harvard researchers there are diagnostic and implementation type competencies required from leaders. Two sets of four, giving 8 leadership competencies in total.
These leadership competencies for applying the team building techniques are:
Sees the “wood from the trees” gets to critical issues and implications early.
Creating with others a sense of purpose and direction for the team
Not being naïve, knowing how to get things done in the organisation
Backs judgement, prepared to take the decision in a timely manner
Monitoring team dynamics
Can take the pulse, attentive to team exchanges
Understand team member’s feelings, and deal with them
Having passion and igniting it in others
Take advantage of learning opportunities, encourage reflection, resist giving the answers too quickly
For more information on leadership theories Go to leadership theories. click here
Best ways to develop these competencies in yourself?