One team I coached recently faced a significant challenge. The board had confidence in the CEO to execute the new strategy, but they lacked confidence in the senior team, which created a conundrum for the CEO. Should they risk achieving the strategy while they developed their team’s capability and try to gain the board’s confidence? Or should the CEO swiftly make changes to the team to proceed with the new strategy?
The CEO decided to work with the current senior team.
Firstly, the CEO shared the board’s sentiment with the whole team. Sensitive feedback was shared individually, and broader feedback was shared in team meetings. The team chose to see the situation as a challenge rather than a defeat. They were determined to build the board’s confidence and execute the new strategy.
The team identified what was holding them back based on the feedback. Their communication needed work, along with their ability to work collaboratively. There were some trust gaps based on other projects not being achieved, and there was a lack of clarity on ownership of portfolio areas. There was also too much emphasis on the CEO doing most of the heavy lifting on communication.
To address these issues, they decided to champion open communication and actively encourage everyone to share ideas, questions and concerns. They established a no-blame culture in team meetings, valuing honesty over fault-finding. This approach fostered trust and allowed team members to admit mistakes, knowing they would be met with support and collaboration rather than criticism. The team also practised active listening, genuinely understanding each other’s perspectives, validating emotions and acknowledging contributions. This approach made every individual feel valued and heard.
Celebrating diversity was another cornerstone of their strategy. They recognised that different viewpoints enriched problem-solving and creativity. They embraced their varied backgrounds and experiences, actively seeking input from all team members. Constructive feedback focused on the work and behaviours so individuals could build self-awareness around their approach and adapt.
The CEO played a crucial role by setting an example. They openly admitted their mistakes and demonstrated vulnerability, creating an atmosphere where others felt safe to do the same.
This team executed their three strategies simultaneously, winning back the board’s confidence. At the CEO appraisal discussion, the board chair commended the CEO’s risky but supportive approach.
Not all stories like this share a happy ending. But this one does, and it may not have been happy if the CEO didn’t deliberately lead their team and trust them to work through the challenges together.
World of Work Lunches
Join us for our World of Work lunches this year, taking place on February 29, June 6, and October 24. Engage and network with a small but highly insightful group of HR Leaders and esteemed speakers, whilst enjoying a delicious meal a perfect opportunity for networking, development, and learning.
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Rita Cincotta writes, mentors, and speaks about deliberate leadership. She works with organisations to develop better leaders that support people and businesses to thrive. You can download Rita’s new whitepaper, Deliberate Leadership here.