chapter 6united leadership
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 had demonstrated — 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.
united leadership team foundation
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 activities would roll out over three stages:
- A warm‐up to assess team dynamics, and to ensure the readiness of participants and coaches.
- An induction workshop to fully understand the think one team method, to strengthen relationships and to define direction and team operating rhythm.
- A workout featuring deliberate practice to reinforce day‐to‐day leadership and team habits.
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.
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