MANAGEMENT TEAM BUILDING - Why and How To Build It (Your first-ever Business e-Coach)

Winning Organization:

Teamwork

Management Team

Why and How To Build It

By Vadim Kotelnikov, Founder, Ten³ BUSINESS e-COACH – Innovation Unlimited, 1000ventures.com

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"To spot the expert, pick the one who predicts the job will take the longest and cost the most"

– Warren's Rule

Benefits of Management Team Building

By: Thomas Gordon

Individual members of an organization will be more identified with the goals of the organization and concerned about its success if they participate in making decisions about those goals and how to reach them.
Being a member of a management team gives its members a feeling of greater control over their lives; it frees them from the fear of the leader's arbitrary use of power.
When group members participate in solving the group's problems, they learn a great deal about the technical complexities of whatever the group's task is; they learn from each other, as well as from the leader. Developing a management team is the best kind of ongoing staff development (in-service training).
Participation on a management team provides opportunities for the members to satisfy many of their higher-level needs for self-esteem, acceptance, and self-actualization.
A management team helps break down status differentials between the members and the leader, which fosters more open and honest communication between members and leader.
A management team becomes the principal vehicle enabling the leader to exemplify the kind of leadership behavior he or she wants the group members to learn and use in relationships with their subordinates. In this way effective leadership moves down the level of organizations.
Higher-quality decisions often result from bringing into play the combined resources of the work group.

Discover much more!

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Ten3 Mini-Courses Presentation: View Download

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Venturepreneur (100 slides)

3 Strategies of Market Leaders (125 slides)

SMART Executive (225 slides) ► Demo

What is a Management Team?

“Even in the best companies, a so-called top team seldom functions as a real team,” says Jon R. Katzenbach.

The necessity of building a management team is central in the concept of leader effectiveness. The management team is the entire work group as an integral unit (rather than an aggregate of individuals), governing itself within the area of freedom allowed by its position in the organizational hierarchy.

Members of the management team should be strategic thinkers able to see the big picture, have diverse experience, demonstrate leadership attributes, combine business insight with technical savvy, and be committed to continuous learning. They should also have a common vision of the future, be good team players who are committed to creating superior value for all stakeholders – customers, employees, investors and society as a whole – by getting the best from their people and leading continuous innovation.

Large organizations are made of several of many inter-locking management teams. The CEO and all the executives reporting directly to him or her would be a management team. But at other organizational levels, managers and supervisors and all workers reporting to them respectively would also form management teams. The same person may be a leader in one management team and a group member in another.

What Are the Venture Capital Investment Criteria

Of all of the criteria, the need for a strong management team is by far the most critical... More

Selecting a New Corporate Leader: 3 Questions

Lessons from Peter Drucker

Leadership is not rank, it is responsibility. It is the lifting of a subordinate’s vision to higher sights – the raising of a subordinate’s performance to a higher standard. It is the building of a subordinate’s personality beyond its normal limitations.

A leader must set strict principles of conduct and responsibility, high standards of performance, and respect for the individual and his work... More

Case in Point GE

As far as Jack Welch, the legendary former CEO of GE, is concerned, middle managers have to be team members and coaches. "They have to facilitate more than control. They should be able to excite and praise people and know when to celebrate. Managers should be energizers, not enervators"¹. In the company's 1993 Annual Report, Welch began talk openly about taking steps against those managers who couldn't learn to become team players: "In some difficult cases this mean parting company with some impressive people... who won't play as part of a team. Their debilitating effect on the team can outweigh the the benefits of their individual talent."... More

Demo

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Bibliography:

"Jack Welch and the GE Way," Robert Slater
"Teambuilding That Gets Results," Linda Diamond and Harriet Diamond