What is a
“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
Members of the management team should be
strategic thinkers able to see the big
diverse experience, demonstrate
combine business insight with technical savvy, and be committed to
continuous learning. They should also have a common
of the future, be good
team players who are
committed to creating superior
value for all stakeholders –
society as a whole – by getting the best from their people and leading
Large organizations are made of
several of many inter-locking management teams.
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
in one management team and a group member in another.
4 Specific Attributes
of a Team Leader
Successful Entrepreneurial Firms
Building a High-Growth Business:
Are the Venture Capital Investment Criteria?
Of all of the criteria,
the need for a strong management team is by far the most critical...
5 Characteristics of a
Team members are
looking for a "values fit" with their team. Without it, they won't give the team
their best. Team members should participate in establishing shared values and
values-based common goals if you wish them to live these values, be committed to
these goals, and have a feeling of interdependence and ownership for their jobs
Shared values become also your team's code
of behavior as they define what is and isn't acceptable...
Selecting a New Corporate
Leader: 3 Questions
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...
Case in Point
As far as
the legendary former CEO of GE, is concerned, middle managers have to be
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