Primer Michaels helps senior leaders drive organizational culture change with clear and specific objectives and activities. The first activity is performing a gap analysis so that senior leaders have tangible evidence of what their current culture looks like and the kinds of changes or shifts that would help them secure their aspirational goals. The second component for driving organizational change is the creation of practical and actionable plans that tie to the initiatives that will help shift the culture based on that gap analysis. Thirdly, Primer Michaels gives senior leaders the data to help them understand their progress and make adjustments as needed over time.

There are several distinct warning signs that senior leaders are not operating as an effective team.

Real meetings happen in the hallways, bathrooms or in people’s individual offices. They are not having the discussion around the table together. If you were to film the actual meeting, you would not hear the important topics and discussion. You would not see constructive conflict. You would hear quiet, and you would see a lot of head nodding and people leaving the meeting and then having real conversations.

People lobby for position before or after the meeting. They do not expect to have a real discussion around the table, so they concentrate on their own agendas and they do everything they can to line up people for an agenda prior to the meeting.

Meeting agendas and meeting outcomes show that they are not talking about the hard or important issues. It is a warning when agendas and outcomes show that they are taking care of business, but they are not going deeply enough into the things that are truly significant that are either helping or derailing them.

Decisions are revisited. They talk about an issue and we think we have made a decision, but week after week or month after month, we are coming back to the same topic.

There are a number of big reasons why senior leadership teams struggle in the context of team building, and they are tied to human nature.

Conflict avoidance – It is hard to address the elephants in the room. Addressing them takes courage and requires candor, and it is daunting when you do not really know how people are going to react. It is easier to not talk about them. A relatively extreme example involves a board we were invited to help. They wanted to make progress and I learned of an issue they had been stuck on for two years. When I asked how they typically make decisions, they said they voted. When I asked if this particular topic had come up for vote, the answer was no. The reason it had not come up for vote was because they knew they did not have consensus, so they kept avoiding putting it on the agenda. Conflict avoidance is huge.

Time – Talking about the real issues requires time. We take on too much. We are always pressed for time. The important issues are not always the urgent issues, so we rush to the urgent thing without talking deeply enough about the meeting material to resolve issues that stand in our way.

Resistance to collaboration – Senior leaders struggle with team building when they resist collaborating with their cohorts to co-create solutions. We have some senior leaders who have an impression that they must bring the answer, and if they do not have the answer, they let the issue rollover and they will let it roll over for quite a while. In reality, collaborative sharing and even showing vulnerability, as in, “I need your help. Let’s go forward on this,” is an indication of really good leadership.

Relationships – Many senior leaders do not spend enough time on one-on-one connections with people to instill in them the feeling and belief that they matter, that they are connected to the work and that their voice counts.

There are six keys to effective team building.

1) Senior leader’s courage – This is probably the most important element of effective team building. When the warning signs are in play that the senior leaders are not operating as an effective team or at as high a performance level as they could, somebody must put that issue on the table, and that is the job of the senior leader. He or she must not avoid potential conflict, but be vulnerable and put issues on the table, call attention to the elephants in the room, and articulate those things that need to be addressed. The senior leader must make sure that the agenda is aligned with the most important work. Again, this requires courage. Without courage, we cannot address the hard issues.

2) Constructive disagreement – The team must organize solidly around the concept that the reason for our meeting is constructive disagreement. If we are going to come into a room and nod our heads without ideas, and if we are going to withhold our points of view, there is no point to our meeting. The leader could go around to every team member individually and gather input to present an idea for a solution at the next meeting. That is not the best way to construct solutions or to work together. We need a framework for constructive conflict.

3) Commitment to making decisions – A senior team needs to commit to make decisions. There are important decision-making processes that could help. The clear articulation of the issue to be decided, what our decision-making pathway will be, what each team member’s role in the decision is and by when we want to decide will help a team to move forward and feel a sense of momentum as they do their work.

4) Individual accountability – There needs to be an understanding that when we come into this room, each one of us around the table is accountable and responsible for upholding our standards and our commitments. We basically hold hands in agreement that this is where we are. This is where we are going. These are our most significant issues, and we are going to work on these issues constructively until we get completion.

5) Commitment to results – The team must recognize that we are here to get results. We understand clearly what our key priorities are, what are goals and targets are and we can answer the question, “Where are we now, relative to where we’d hoped to be?”

6) Relationships – Interestingly, this ties into project management work where the most successful project teams enjoy being together. It is tough to enjoy being together if we do not know each other well enough and if we are only spending time together around the meeting table. So, having some free, fun time together, getting to know each other better and appreciating each other, are important components of effective senior teams.

October 2012 News Release

Effective leaders are similar to experienced surfers who have mastered the art of wave riding. Like a surfer glides in front of a wave and surges ahead from its force, a great leader achieves buoyancy and momentum from a team that he or she steers toward organizational goals.

To stay in front of the wave, leaders must oversee six essential areas that are vital to achieving success.

Discover the key areas where leaders must perform optimally to continually meet organizational goals.

September 2012 News Release

Strategic planning is one of the most difficult and dreaded executive tasks due to its high failure rate. The glitches happen in the execution phase when 80 percent of all companies fail to fully roll out their plans.

Strategic planning becomes effective through efficient implementation. With proven, replicable processes to establish goals and unify employees, executives can achieve leadership breakthroughs that ensure the success of their plans.

Read on for more information about how Primer Michaels helps companies put effective strategic plans into action.

In the link between strategy and execution, there must be equal emphasis on execution and strategy. This is unusual to find. Most people over-emphasize strategy and under-emphasize execution.

I served in the military in the (USAF) strategic air command. I had a top-secret security clearance nuclear weapons. All we knew was execution. I thought the world operated that way until I got out of the service. I have not seen such emphasis on execution since.

In many businesses, there is an over-emphasis on strategic planning and an under-emphasis on execution. Execution is something that should have a dashboard. You should be able to see a display, like the speedometer in your car, to see how fast you are going. You should also be able to see where you are and how you are doing.

There is a link between strategy and execution. Strategy is a system of goals. Each goal is a system of projects, and each project is a system of tasks. The end game looks like – each person in the organization has an idea of what is important, where we are going, what they have to do to make it happen, and how we are progressing with our plan. The link is the part of the process that takes the goals, breaks them down into projects and breaks the projects down into milestones to convey a sense of timing from now until the end of the year when we hit our annual goals.

There should be a monitoring process during which there is a check-in from time to time in terms of where we are now and what is next. Things change over time, and people have to change over time with them. There also should be a dashboard where everybody can see the same information, just like looking at the dashboard in your car or looking at a scoreboard at a sports event.

August 2012 News Release

Disorganized leadership teams tend to falter when opportunity knocks. When there is dissonance within the team, members can easily become disheartened and distracted from the critical steps they need to take on the path to their goal.

Cohesive leadership teams drive growth and success for their organizations. When teammates work in harmony and openly communicate about milestones, progress and setbacks, they are able to stay motivated and focused on the strategies they need to stay on track and achieve their desired outcomes.

Learn more about team building best practices and discover the traits of winning teams.

July 2012 News Release

If you find that this year’s organizational goals aren’t really going anywhere, it might be company culture holding you back.

It’s a common struggle, even for best-in-class companies, to align corporate goals with everyday tasks and priorities.

Culture change is definitely difficult, but we’ve outlined three steps you can take to make the smooth transition from thwarted to thriving.

June 2012 News Release

On a scale of 1 to 10, how effective is your team?

Leadership team dynamics are insightful indicators of an organization’s success or failure. In spite of brilliance or vision, no single person can put an entire company on it’s back and carry it to prominence and profitability. It all depends on the leadership team to drive accountability through the entire organization.

Unfortunately, in many companies, leadership team dysfunction is the cause of problems that trickle through all levels of the organization to prevent success.

Watch this brief video to identify three main causes of leadership team dysfunction and some best practices for addressing them.