Jenny O’Donnell had been in business long enough to know that there was no magic wand for creating a high-performing and united Executive Team.
Even accounting for dismal leadership — like Charles’s had been — there are many reasons why leadership teams struggle to work cohesively and productively. Workload, conflicting priorities, unclear purpose and egos are just a few of the most common.
Nick sat opposite Jenny in the boardroom. Two hours lay ahead of them, during which they intended to leave no stone unturned to establish the foundation for a high-performing and collaborative leadership team.
From the scheduled kick-off next week, the Executive Team would be coached by Nick and his colleague, Jess McLeay, over a ninety-day period to establish the foundation of alignment, collaboration and shared learning that would be essential to leading the transformation.
Their program would roll out over three stages:
Jenny and Nick had important issues to address before the program began and first cab off the rank was the membership and structure of the team.