{"id":670,"date":"2015-05-11T12:00:38","date_gmt":"2015-05-11T12:00:38","guid":{"rendered":"http:\/\/lindajohnsonleadership.com\/?p=652"},"modified":"2024-02-01T18:32:37","modified_gmt":"2024-02-01T18:32:37","slug":"coaching-your-executive-team-silos-part-2","status":"publish","type":"post","link":"https:\/\/lindajohnsonleadership.org\/coaching-your-executive-team-silos-part-2\/","title":{"rendered":"Coaching Your Executive Team (Silos – Part 2)"},"content":{"rendered":"

In my\u00a0previous post about breaking down silos<\/a>\u00a0\u00a0I wrote of the importance of seeing the executive team you are a\u00a0part of<\/strong> as the priority team (Team #1) over the team you are actually leading.<\/em><\/strong>\u00a0 This comes from Patrick Lencioni’s book,\u00a0The Advantage<\/a>\u00a0.<\/p>\n

Expect expressions of sense of loss and concern as you ask your team to make this mental switch.\u00a0It’s real. The fear is,\u00a0if the team I manage is no longer my “home team”, who will look after\u00a0me?\u00a0<\/strong><\/em>Where will my sense of belonging come from?<\/strong><\/p>\n

As the executive team leader you have an obligation to be the\u00a0best<\/strong><\/em> meeting chair\/coach\/team leader \u00a0possible from your level down. Their success as leaders of their own teams will largely depending on how you model your role.<\/p>\n

Make this home base: C<\/strong>offee matters. Icebreakers and personal check-ins matter. In-jokes are important. Non work conversations are important. This\u00a0group should be in regular commuication and visible as a united front. The team should be more than just a place for the executive leader to bark his\/her orders and delegate directives to. As coach you must have the\u00a0biggest<\/strong> listening ears.<\/p>\n

Encouragement and Exhortation:\u00a0<\/strong>Yes, they must see this executive leadership team as their first, but humanly speaking, their day to day responsibilities are overwhelmingly driven by the needs of their departments. Cast, re-cast, and cast\u00a0again<\/em> the vision for the organization and for the executive team in a way that keeps the big picture at the forefront of their own minds, along with the encouragement that their arduous work of running a department is vitally contributing to the fulfillment of that vision. Speak of and create real\u00a0benefits<\/span> for prioritizing this team. \u00a0It would take a lot of self-assurance on the part of the leader, but this should be\u00a0a safe place to for team members to vent about their bureaucratic\u00a0frustrations.\u00a0The team coach must also be team#1’s\u00a0champion<\/em>.<\/p>\n

Feed the players:\u00a0<\/strong>As much as is feasible, share a helpful leadership or self care nugget with your team\u00a0every time you are with them<\/strong>. Even if it is strictly a business meeting where you’re updating your strategic plan, spend a few minutes (and more when you can spare it) to “feed” your team members out of your abundance of expertise and experience. Let them feel the benefits of being in the “in crowd”.<\/p>\n

Collaboration<\/strong>: Consciously structure your meetings in such a way that problems can be tackled together. If one member comes in with a problem from her department, don’t let it remain\u00a0her<\/em> department’s problem. This is how we head off siloed thinking \u00a0and practice from\u00a0the place siloed thinking often starts. Give each team member’s project or division a focus time (perhaps on a rotating basis) when their successes and challenges get highlighted along with input and assistance – real concrete assistance – from their colleagues. Institute this kind of mutual collaboration and problem solving as normative and these meetings will be looked forward to by your team members. It will feel like a “me, too” opportunity.<\/p>\n

Resources<\/strong>: In creating collaborative forums, it is up to you, the exec team coach, to remove as many roadblocks as possible to the acquisition and sharing of resources (could be space, materials, funding, staff, training, technology). While resources are always finite, show no favorites among the departments represented while clarifying the basis\u00a0for triage, when necessary.<\/p>\n

Respite<\/strong>: Retreats are an executive team staple and it’s beyond business-as-usual. \u00a0That annual or (better) semi-annual\u00a0weekend away with the team to cement personal bonds, strategically plan, develop esprit de corps and renew the vision serves an even greater function: renewal, refreshment and reinvigorating for your hardest working, weary soldiers. This is also your chance to teach them what it looks like to pause, reflect, and get replenished: yes, Board members can “play”. Spa Days are for male staff, too.\u00a0Time off the day to day “dance floor” to get the “balcony” view is some of the best time spent all year.<\/p>\n

Meaningfully Shared information<\/strong> – LOTS of information gets passed around in executive and other\u00a0meetings, through emails and on company websites but how much can we truly process or internalize? Is it realistic to expect the head of finance to pass on the new innovative patient engagement practice being carried out by the head of medical? You must guide your team towards the creation on a strategy of mutually agreed on items to be shared with their respective teams; a mechanism to share them that actually works (some combination of verbal, electronic and mechanical with plenty of built-in redundancy) and a feedback mechanism to ensure follow-up items were carried out as assigned. Creating\u00a0and sustaining\u00a0a communication plan is an ongoing but rewarding venture every executive team must learn to master.<\/p>\n

We can make our executive teams into communities that each member\u00a0wants<\/em> to see as their home team. It takes thoughtfulness, much planning and trial and error but the yield is exponential compared to the effort. Go team!<\/p>\n

Need help leading the way you were meant to?<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"

In my\u00a0previous post about breaking down silos\u00a0\u00a0I wrote of the importance of seeing the executive team you are a\u00a0part of as the priority team (Team #1) over the team you are actually leading.\u00a0 This comes from Patrick Lencioni’s book,\u00a0The Advantage\u00a0. Expect expressions of sense of loss and concern as you ask your team to make […]<\/p>\n","protected":false},"author":2,"featured_media":13375,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_kad_blocks_custom_css":"","_kad_blocks_head_custom_js":"","_kad_blocks_body_custom_js":"","_kad_blocks_footer_custom_js":"","footnotes":""},"categories":[9,11],"tags":[],"class_list":["post-670","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-leadership","category-managing-teams"],"yoast_head":"\nCoaching Your Executive Team (Silos - Part 2) - Linda Johnson<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/lindajohnsonleadership.org\/coaching-your-executive-team-silos-part-2\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Coaching Your Executive Team (Silos - Part 2) - Linda Johnson\" \/>\n<meta property=\"og:description\" content=\"In my\u00a0previous post about breaking down silos\u00a0\u00a0I wrote of the importance of seeing the executive team you are a\u00a0part of as the priority team (Team #1) over the team you are actually leading.\u00a0 This comes from Patrick Lencioni’s book,\u00a0The Advantage\u00a0. 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