The Evolving Role of the Management Team
Recently, in working with the management team of a rapidly growing organization, the discussion centered on the role of each member of the team. While there was no confusion about their primary areas of responsibility, that is, the department they’re leading, there was less clarity around their responsibilities as a member of the management team.
As businesses evolve, the requirements of leadership change. This is true of the CEO/owner/founder, and it is also true of the management team members. As the management team comes together, clear expectations, roles and responsibilities must be clearly articulated and communicated within the group. As a member of the team, are you to simply report on your separate area of responsibility or are you also expected to participate in broader discussions and aid in decisions made that impact the entire enterprise? Much of this of course depends on the wishes and focus of the CEO.
One effective way to gain needed clarity is with this simple exercise. Have each member of the management team answer the following two questions. What characteristics, traits and behaviors are apparent in high-performing management teams? What do they look like, how do they interact, what kind of work do they get done and how do they keep score?
The next question to ask is this: What are the characteristics, traits and behaviors of high-performing team members?
When they are finished, bring the group together and have each member report out on each of their two lists. Record all of this on a flip chart or a flat screen. Allow other members of the team to comment on each item. Compare the items on the list once each team member has reported out. Consolidate the items and reach consensus in developing the final version of each list.
This is a helpful first step in gaining clarity and focus and in setting expectations for the team and for each team member.
For more information on building and maintaining high-performing teams, contact me at joe@ajstrategy.com
Joseph P. Truncale, Ph.D., CAE, is the Founder and Principal of Alexander Joseph Associates, a privately held consultancy specializing in executive business advisory services with clients throughout the graphic communications industry.
Joe spent 30 years with NAPL, including 11 years as President and CEO. He is an adjunct professor at NYU teaching graduate courses in Executive Leadership; Financial Management and Analysis; Finance for Marketing Decisions; and Leadership: The C Suite Perspective. He may be reached at Joe@ajstrategy.com. Phone or text: (201) 394-8160.
