Management Team: a group or coalition?

Management team: a group or coalition?

A wet and cold day in Turnhout, I was invited to a meeting of a group of Belgian and Dutch entrepreneurs. With a tasty bock beer in hand, I sat down at a long table.
I come to sit next to Geert, whom I vaguely know. I know he owns a large technical installation company in the neighborhood.
"Actually, I didn't have time to come, but if you don't, you won't get anywhere," Geert says and sighs deeply once.
He also drops a silence and then says, 'In an hour, I'd like to be back on the case.'
'Why do you still have to be on the case?' I ask.
'At seven o'clock we have an MT meeting. We deliberately schedule our meetings at the end of the day so that everyone can focus on production and customers during business hours.'

Decide

Geert orders another cup of coffee and shares his insights about the rapid developments in the market and the absolute need to keep pace with technological advances.
'Then you have to make quick decisions. How do you guys actually do that?" I ask.
'Yes, how do we do that, that's a fair question. But giving an unequivocal answer is difficult I find. As an entrepreneur and owner, I sometimes struggle with finding the right approach to making decisions with my team. What "cap" do I wear at what time or what cap should I wear? Sometimes I see my management team looking my way, but it's precisely them that I expect to provide direction.
He takes a sip of his coffee.
'Tonight we have another one of those crucial choices on the agenda. We have been discussing different options for far too long. It's time for a decision, because I have a feeling we're going to fall behind.'

Tool or Purpose

'Geert, I'm always reminded of a comment made by an ex-boss of mine when I have these kinds of important choices and intense discussions ... are we talking about a tool or about the goal. In other words, is what we want to achieve in the foreground or are we talking endlessly about what a possible solution might be. If we do the latter without agreeing on the goal, we will be talking past each other for weeks to come.
Geert looked at me sternly.
'I recognize that. I'm about to use that in the meeting. Maybe you should join me,' he says, laughing.
Before I can say anything, he continues.
'Besides, can you see what the dynamics in our management team are like. Let me explain. There are a total of about six of us managers from IT, Finance, Operations, Sales, HR and me. We consult a lot, but in itself I think that's a good thing. It provides different perspectives and everyone feels they can contribute.'
'That's nice,' I say. 'And I can imagine that very well, but consulting is not the same as making choices. Do you have a common, concrete objective with a clear agenda, or is the objective general?
Geert, a tad surly - not used to this kind of question I guess - moves his chair back a bit.
'What exactly do you mean by that?'

Group or Coalition

'I have often seen - and often experienced myself - that a management team can sometimes consult a lot, but that such a team does not have the objective of solving concrete, common problems. It then seems more like a group of very capable managers with their own interests, rather than a real coalition pursuing a common goal. And precisely in important times, the latter is so essential for making the best choices.
Geert looks straight at me and says a little gruffly, "That's really not the case with us. Everyone has been working on the development of our company for years with very great commitment. They are really loyal.'
'Yes, I really don't doubt your team's commitment and loyalty either. That's not my point either. My question to you is: is there a unified goal and is the whole team working to solve this common goal? Or are they actually - with the very best of intentions, by the way - managing their own silo?'
'Ah, now I understand: that is indeed something to think about. I would love to talk about it further. You seem to have a lot of experience with this kind of situation.'
'That's right,' I say.
'Do you think you can help me and my team. But let me be clear ... I don't like a consultant who sits on the sidelines. I want a thinker and participator then, someone who will help us move forward and force things if necessary.'
'Will you also allow it if I turn out to be a cross-thinker?" I ask.
'Sure, sure, but I do push back,' he says, laughing.
He looks at his watch, quickly sips his coffee.
'Now I really have to get to that meeting. I'll call you tomorrow to meet up.'
'Talk to you tomorrow.'

BOUNCE & STEER IN BRIEF

Bounce & Steer is an approach that I, Jan Hein Bax, developed based on years of experience in very different situations and organizations. Leaders in most cases know where they want or need to go strategically with their organization. Yet they often run into something. What is missing is the part that ensures that the strategy is translated into clear choices and purposeful actions to achieve the strategic goals.

Based on my Bounce & Steer methodology, I ensure movement in the right direction. Will we implement precisely those things that ensure progress, growth and/or efficiency. Are you experiencing this situation in your organization? Then please contact me: contact@bounceandsteer.com