Leadership teams differ from other teams in some significant ways. First, they are composed of leaders/managers. Secondly, team members probably achieved their position by demonstrating technical excellence, by producing consistent results or by showing how they could build high performing teams, or perhaps more likely a mix of all three factors.
Increasingly, members of leadership teams are being asked to work together for the good of all, and sometimes this means that they have to get their own teams to compromise. This requires an attitude from each member of the leadership team of 'belonging' to that team.
So when choosing who should be a member of a leadership team, attitude should come before technical excellence, previous business results and ability to build a team. Being a team member is the #1 requirement.
So, how can you assess if someone can be a good team member on your leadership team, when they spend their days leading their own team? Here are some questions to ask potential team members that will help:
- If you and another member of this leadership team were in a conflict situation, how might you deal with it?
- What differences do you see between the roles of team leader and team member?
- If another team member came to a meeting with a request for resources, would you be first to volunteer some of yours?
- If a decision were made to phase out some of the work that your team does, in order to reallocate resources to another team, how would you communicate it to your team?
- What does team success mean to you?
That's a starter list of questions... and some are intentionally provocative. See where the answers lead you.
About Brian Ward
Brian Ward is a Principal in Affinity Consulting, an Edmonton Alberta based consulting practice. He is the author of Lead People...Manage Things. He has over 25 years of experience working with all levels of leaders and teams as a leadership coach, facilitator and consultant. His website is at www.affinitymc.com
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