Building an Effective Executive Leadership Team

“Don’t run for office. You are alreadydecision-making styles based on the requirements
elected.” Jack Welchof the issue at hand.
“Collaboration across boundaries isThe Advantages and Challenges of Versatile
fundamentally different.” Carly FiorinaTeams
Executive leadership teams, the groups of seniorBoth research and real-world experience indicate
level executives –typically led by thethat versatile, collaborative leadership teams
CEO—that drive an organization, have aposition their companies for the best opportunities
substantial effect on the company’s culture,to succeed. The process of building such a team
work environment, strategic direction, andhelps prepare senior executives for success in
productivity. A well- or poorly-run team cantheir positions, supports healthy discussion on vital
literally mean success or failure in any sizedissues, and sets a tone throughout the company
company, because of its impact on anthat engages and values people. This extra effort
organization’s ability to innovate, respond tohas provided a recipe for productivity and
market challenges, communicate with investors,innovation at many companies.
foster employee loyalty, and manage productivity.But to build a healthy versatile team, leaders must
Given these high stakes, how can anboth believe that the model can succeed and
organization’s leader maximize thehave the skills to build one. It’s no small task.
effectiveness of its executive leadership team? InA versatile team requires an investment of time
our experience, these teams operate usingand effort to build and nurture it, because success
different work styles, usually based on theinvolves generating both the trust and the
preferences of the CEO. The two most commonagreement among peers that Fiorina describes.
styles are:Strong relationships between the CEO and each
Leader-centric. In this model, the CEO uses teamindividual team member – and between the
meetings to share information, consult with otherteam members themselves – can greatly
executives on important issues, and coordinatecontribute to its effectiveness. Here’s where
execution of decisions that the CEO has made.self-understanding and versatility on the part of
The CEO’s style is a forceful one: thethe CEO will be particularly helpful, because there
team’s members maintain loyalty within thatwill be times when a direct, leader-centric
style, fully expecting that the CEO will make mostapproach is appropriate (such as in the early
of the key decisions. Jack Welch, in his bookstages of the team’s development), and
Winning, describes a leader-centric style this way:others when the collaborative style will yield more
“By nature, some people are consensusproductive outcomes.
builders. Some people long to be loved byAvoiding Pitfalls
everyone. Those behaviors can really get you inMake no mistake: in advocating the versatile team
the soup if you are a leader….You are not aleadership model, we are not suggesting that
leader to win a popularity contest – you are aCEOs abdicate their decision-making responsibilities.
leader to lead.” (p. 72)As Welch writes, successful collaborative CEOs do
Versatile. In the second model, the CEO aspires tonot believe that all decisions should be made by
build a more collaborative executive team. Whileconsensus. They are fully aware of decisions that
these CEOs still hold the keys, they regularly seekneed to be made alone, made in consultation with
to differentiate between decisions that are bestcertain other individual executives, or delegated to
made collaboratively, via team discussion andothers.
consensus, and those made by the CEO afterSuccessful leaders DO take the time to consider
consultation and input. In Tough Choices, Carlyhow decisions should best be made, and have the
Fiorina, former CEO of Hewlett Packard, describesconviction to act on those decisions. By doing so,
this style of team leadership: “Collaborationthey avoid some pitfalls of ineffective
requires more consultation and agreement amongcollaborative processes, such as:
peers. It requires acceptance of accountability•Subtly manipulating the process to gain
while sharing resources. It means trusting othersdesired outcomes,
to do their job while knowing that others must•Pretending to involve team members in
trust you to do the same.” (pp. 138-139)decisions that are already made, or
The model a CEO chooses can be influenced by a•Slowing down the organization by seeking
number of factors, but the biggest influencer isconsensus on decisions that should have been
the CEO’s own beliefs about leadership, andmade by an individual.
their own perceived—or real—strengths andThe good news is that a mindful, sustained
weaknesses as a leader. CEOs who prefer theexecutive investment in building a collaborative
leader-centric style are often less comfortableteam yields great dividends, as team members
with the personal relationship-building part of theirbring their best work to the table with them,
job. They are less skilled with the role of coachingfeeling valued as creative contributors. Clarity of
and facilitating, one that is generally required toroles is also vital, and keeps the team on course
build a highly interdependent leadership team. Theirand focused. Participating in a well-functioning team
executive team meetings tend to be more formalis exciting, invigorating and highly productive,
and reserved, because they are less comfortablesetting the stage for excellence throughout the
with open discussion, debating differentorganization and powerful impact on that
viewpoints, and using varying teamever-important bottom line.