"We don't have a team at the top — only ambitious individualists …" Dissatisfaction is often heard about the failure of managers at the top of a company or a major corporate division to act as a team. The team doesn't function in the way it needs to, and consequently the results suffer.
Today the successful leadershipof complex companies must take place as a team performance by the management. However, the development of the management team is somewhat different to 'normal' team development. The development of teams at the top of a company and large divisions comes with its own special demands. The design and content of the relevant measure must take into account the specific roles and tasks of the 'top team' and its members. These are characterised by
- the complex structure of responsibilities of the team at the head of a large organisation
- responsibility for the performance and results of the organisation as a whole
- the need to ensure the success of the cooperation among the individual parts of the organisation
- the high political and psychological significance of the actions of the top team and its members
In many cases the development of the team at the top means a change of paradigm in the way this management crew regards itself and its functions. The change in vision requires a multi-dimensional development process which is organised over the medium term and is oriented towards operations-related themes.
- Increasing the performance of the management team
- Coming together as a management team at the top of the company / corporate division
- Strengthening awareness of the management role of the top team within the company
- Adequate perception of the shared responsibility for the aims, performance and results of the organisation as a whole
- Improvement of cooperation and communication within the management team
- Promoting a culture of dialogue and decision making within the company / corporate division
- Concrete implementation measures for improving the performance of the management team
- Determining positioning on the basis of relevant factors influencing business success
- The strategic role and task of the management team
- Specific factors affecting the leadership of and in teams at the top
- Requirements derived from this for the team and its members
- The role of the 'team boss'
- Dealing with conflicts within the management team
- Defining and implementing key activities together
- Defining information and communication systems
- The culture of cooperation and rules of the game within the team
- Team event (e.g. climbing, rafting etc.) — as required
After preliminary clarification of the objectives with you we develop a design which takes the specific situation of your team into consideration. After the design has been agreed the relevant measures are implemented. Finally there is a joint evaluation of what has been achieved.
Target group: management teams at the top of companies and corporate divisions