{"id":2261,"date":"2022-06-07T18:33:20","date_gmt":"2022-06-07T18:33:20","guid":{"rendered":"https:\/\/cmjstrategies.com\/website_9e304ce3\/?p=2261"},"modified":"2024-12-04T17:00:59","modified_gmt":"2024-12-04T17:00:59","slug":"all-together-now","status":"publish","type":"post","link":"https:\/\/cmjstrategies.com\/es\/all-together-now\/","title":{"rendered":"\u00a1Todos a la vez!"},"content":{"rendered":"

The team walked into the room and took their usual seats. I handed out a series of picture postcards and asked them to turn them over. On the other side was the name of one of their colleagues also sat at the table. We started our weekly catch-up \u2013 the quick fire meeting where we would go through our dashboard to flag big achievements and discuss what needed action. But this time they had to play the role on the card instead of reporting on their own areas. Most of them were stumped. They weren\u2019t working closely enough to understand what their colleagues were doing or facing. They hadn\u2019t been listening. Finally they could see what it was like for me sitting at the centre of it all trying to bring us together into more than the sum of our parts.<\/p>\n\n\n\n

One of the most frustrating things about being a leader of leaders is when your top team isn\\’t working together. You\u2019ve finally reached this senior position, scaling the heights only to find the main thing your new vantage point gives you is a view of frustrating gaps and avoidable overlaps. You spend much of your precious time just trying to connect different parts of the team or organisation. The thing that most senior leaders I work with crave is genuine collective leadership. This includes how they connect with their own peers as well as how their direct reports collaborate.<\/p>\n\n\n\n

Taking responsibility for generating collective leadership is a critical expectation as you step into a top role. You need to represent your people while working in the interest of the whole organisation. The \u2018top of the office\u2019 expects senior management teams to take joint responsibility for taking and implementing corporate decisions, be it restructuring, implementing tough performance management criteria, or moving resources across boundaries to respond to priorities.<\/p>\n\n\n\n

But collective leadership shouldn\u2019t mean lowest common denominator consensus or \u2018doing what you\\’re told\u2019. The best leadership teams will value challenge, diversity and creativity. Now that you\\’re in a top position, you need to offer ideas on what the organisation should be doing. You need to take part in robust debate with your colleagues and then commit to the decision and be held accountable for action. No more carping from the sidelines if things don\u2019t go your way.<\/p>\n\n\n\n

Easier said than, done, right? So, how do we do it?<\/p>\n\n\n\n

\u2694 Encourage conflict: if we all agree all the time then somebody somewhere isn\u2019t speaking up and that means you\u2019re not getting the full value from everyone at the table (and you\u2019re probably making bad decisions as a result). Productive conflict is a key characteristic of high-performing teams. Say that you want healthy debate and role model it in how you respond when someone disagrees with you. You can even appoint someone to watch and call out unsurfaced issues\u2026 and when things get uncomfortable, remind everyone of the value of disagreement.<\/p>\n\n\n\n

\ud83e\udd17 Be nice: encouraging conflict doesn\u2019t mean being rude to each other – saying what you really think, no matter the cost. Candour will only work if you have built a foundation of trust and mutual respect as a group. In fact, we should engage in productive conflict because we want to deepen our understanding of each other and strengthen our relationships. Starting with that intent means we can be honest while also being nice.<\/p>\n\n\n\n

\u231a Make time for it: one of the best pieces of leadership advice I ever received was to never miss a team meeting, ever. That time together is sacred if you\u2019re going to build the relationships of trust – and conflict – that you need for strong collective leadership. Build in different kinds of team time together and don\u2019t neglect regular time away from it all to step back and reflect on how you\u2019re working together.<\/p>\n\n\n\n

\ud83d\ude80Inspire with the goal: alongside trust, a clear sense of shared purpose is essential if you\u2019re going to move your team from mere co-existence to actual collaboration and, if you\u2019re lucky, towards genuine collective leadership. How will you know? Reflect on the way your team works now: do you feel bound together by aligned values and an exciting shared vision? Do you see different people stepping up to shape activity at different times, with the rest of the team supporting them and being happy to follow their lead?<\/p>\n\n\n\n

\ud83d\udc3eTake small steps: if deep trust, productive conflict and shared vision seem light years away from where you find yourself and your team, don\u2019t despair. Look around for glimpses of these \u2013 moments when you see people sharing their views, disagreeing and getting to a better result, or getting excited about something they\\’re working together on, however small. Reflect on what\u2019s going on in those moments – Who\u2019s there? What are you doing? What helped that happen? And find ways to take small steps that make it happen again. Do more of what works and soon it will start to add up.<\/p>\n\n\n\n

What has been effective for you in building trust in a senior team? What do you think distinguishes real collective leadership? Please share your experiences and suggestions in the comments.<\/p>\n\n\n\n

Get in touch with me<\/a> if you want to reflect on your role or would like support as you build collective leadership in your team.<\/p>\n\n\n\n

Further reading: Patrick Lencioni\u2019s The Five Dysfunctions of a Team.<\/p>","protected":false},"excerpt":{"rendered":"

One of the most frustrating things about being a leader of leaders is when your top team isn\\’t\u00a0working together.
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