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Leadership Team Health Check

The quality of a leadership team at the top of an organisation is a true barometer of organisational success. The leadership team needs to be set up and continually strive to be cohesive and high performing.

There are many articles and books written on the subject, yet still I find leadership teams the worst culprits of failing to set themselves up for success and then striving to maintain high performance.

Here are a number of questions we ask senior teams when working with them to develop elite performance. What would be your answers based on your leadership team?

Leadership Team Health Check

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Has the leadership team been created and set up for success?

  1. Do you have a clear and agreed leadership team purpose separate to the organisational purpose?
  2. Do you know what motivates and demotivates other team members? Do you know how to get the best from each other?
  3. How do you know if you are winning and successful as a team? Have you defined what good looks like? 
  4. Are the principles of how you work together understood and agreed?
  5. Do you have agreed ways of working including the types of meetings you have?
  6. Do you know what you want to be famous for?

Does the leadership team live its agreements and sustain high performance?

  1. Are the best interests of the organisation/society always in mind? Is it clear the leadership team makes decisions unselfishly and aligned to the organisational vision, values and strategy? Or do they tend to make decisions based on self-interest, ego, short-term focus and politics?
  2. Is the leadership team seen as creating a high performance culture where success is inevitable? Is the leadership team seen by the organisation as leaders who awaken possibility in people to deliver extraordinary results? Is it seen by the organisation as being aligned on Purpose, Strategy, Goals and Priorities?
  3. Is there trust in each other? Do senior team members automatically and consistently “assume best intentions” in one another, or do they “assume motives” in one another especially when they disagree? Is it a political and untrusting environment?
  4. Do team members say what they are thinking? Do they openly discuss issues in meetings or do most “real” conversations take place after the meetings by the coffee machine or in corridors?
  5. Are the levels of conversations and dialogue deep enough or are they all surface level? Does everyone have a voice? Do they spend enough time evaluating and reflecting? Do leaders leave their ego at the door and are they in the room during meetings?
  6. Does the leadership team work together on real strategic problems/opportunities and create solutions or is it just operationally focussed? Is knowledge and expertise willingly shared in a non-hierarchical way?
  7. When a decision is made in the leadership team meeting, does everyone own the decision as theirs and fully support it outside the meeting room? Is there one voice?
  8. Do all leaders in the team consistently behave in an way that is aligned to the values of the organisation?
  9. Do leaders actively sponsor programmes and projects. Do they fully participate in initiatives or do they avoid them? Are they visible and seen to support and nurture success?
  10. Are leaders in your team acutely aware of the impact of their behaviour and the shadow they cast on the organisation?
  11. Does the leadership team review and learn effectively as a team? Is feedback freely given and received positively? Is there a continuous team improvement mindset?
  12. Does the leadership team actively support and encourage fitness, vitality, resiliency and health? Is wellness a buzz word or a way of being?

Bringing it all together

Leadership teams need to be able answer all these questions in a positive way. When the team has been created and is on the right journey, astonishing results happen!

Every success,

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About the author

Graham Wilson

Graham Wilson

I enjoy and specialise in teaching leadership skills, how to create winning strategies, how to build high performance cultures. Outcomes and results are the most important measures for me!