It is widely written that the rising focus on teams at the top is due to the increased complexity of running today’s organizations. Increased competition, globalization and technology have made it nearly impossible for any one person to make informed decisions by him or herself.
As Ken De Meuse at Korn/Ferry states, "Research suggests that in today's dynamic, global economy, it is the team - not the individual - that holds the key to business success."
However, what makes for a successful team is not that simple.
Based on his 25 years of experience working with executive teams in both the public and private sector, Dr. Seitchik does not believe there is one type of “right” team.
The “right” type of executive team depends upon a firm’s strategy, value proposition and culture. The goal of executive team development is to align team members’ skills and behaviors with the team’s strategic purpose and, as a result, increase performance.
For their 2008 book, Senior Leadership Teams by Wageman, Nunes, Burress and Hackman, the authors studied over 120 senior leadership teams to explore what distinguished effective from ineffective teams. One of their findings was:
“If you ask most leaders what the purpose of their top team is, at best they’ll repeat the objectives of the enterprise. So it’s not surprising that if you ask members of top teams what the team’s purpose is you’ll get a wide range of answers….The best teams are those whose leaders …have articulated an explicit purpose for the team that focuses on the unique contribution it can make to realize that strategy.”
The key question isn’t “are we a team?”, but “what kind of team are we and is this appropriate for what we need to do given our value proposition, purpose and culture?”
As a result, Michael’s model of executive team development assumes that the “right” type of team varies according to how a team uniquely supports the firm’s strategy. Team assessments and consultation work are guided by the strategic purpose of the team.
Dr. Seitchik’s approach to senior team effectiveness began in the 1980’s when he was a member of the executive team of a major academic medical center.
Later, he refined his insights when he taught Executive Team Dynamics at The Wharton School’s division of executive education for 5 years. By working with executives from hundreds of different companies, he was able to observe both the commonalities and the key differences between successful teams in a variety of organizations.
Whether he is working with global high potential leaders from Anheuser Busch-InBev, or with researchers from Merck, Dr. Seitchik can help teams become more aligned with their strategic purpose.
||Dr. Seitchik's clients have
included companies like:
■ Anheuser Busch-InBev
■ Best Buy
His work on exed ed has also
been recognized by :
■ The Wall Street Journal
■ The Financial Times
■ USA Today