Leaders of fast-growing, early-stage organizations operate at a fast pace. Often, the last thing there is time to do is to assess the top team’s skills and performance to determine how to prepare them for the next stage of growth.
Most team members know each other pretty well. They have a good idea about:
- What each other is good at doing.
- What each has contributed.
- How each has grown.
- What each should focus on next to improve.
However, team members rarely have the time, energy, training, or nerve to share what they know in a forthright, supportive conversation with one another.
Yet there are serious consequences to not providing feedback when it is needed most. As highlighted in the Wall Street Journal article, “How To Tell If You Are a Jerk in the Office” (C-Suite Strategies, Journal Report, Feb 23, 2015), confidential feedback for executives is important. Not only are leaders and co-workers affected adversely by dysfunctional behavior, but business performance and customer service can be damaged, often permanently, if poor behavior continues.
IntelliVen, a San Francisco-based executive development organization, uses a proprietary approach to help top leaders and their teams address executive feedback issues head-on. For example, IntelliVen worked with a fast-paced, $10M financial analytics firm serving Freddie Mac, U.S. Treasury, and Capital One among other leading financial institutions. The IntelliVen approach was used to assess the firm’s top team of senior executives relative to norms for successful organizations at a similar stage of evolution and to identify individual and team opportunities for learning.
Continue reading Case: The Ideal Mix of Sr. Executive Team Skills for Success