Why Senior Management Teams Fail
Senior Management Teams may work well, drive the business forward and set the path for the organisation but often fail to achieve their collective full potential because of a number of common factors.
These include the following fatal errors;
- The inadequate capabilities of an individual executive. It only takes one member being slightly off-beam for the house of cards to come tumbling down. The most common problem was the executive whose business area was delivering profits but whose short-signed behaviour endangered its longer-term future.
- Common team-wide shortcomings. The most commonly cited limitation was that the team lacked relevant skills and experience for a radically changed external environment, often reflecting the historic pattern of job advancement.
- Harmful rivalries. The conflicts may seem inevitable, given the aggressive, achievement – oriented nature of many senior executives, and the tendency to build and defend personal ‘empires’.
- Groupthink The pathological feature, which has been associated with overly cohesive decision-making groups facing external threats. Nobody is prepared to challenge what is patently a bad decision for fear of ridicule or future non-acceptance. Think Kennedy Cabinet and the Bay of Pigs Cuban disaster!
- The total opposite of Groupthink,There is an absence of cohesion in the top management ream, with minimal interaction between senior executives, each of whom is operating in relative independence. Think empire building, excessive competition and self-centred managers.
A healthy balance of opinion, discussion, debate, focus on what really matters and good communication settles all of the reasons why your Senior Management Team only partially functions or, worst case scenario, fails completely.
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