Executive Team Building and Culture Development Webinar
Drawing from decades of work with hundreds of executive teams, Jim Clemmer delivers an energizing and information-packed webinar on the critical and intertwined need for leadership/culture development and executive team building.
Learn vital executive team and culture development strategies
Drawing from decades of work with hundreds of executive teams, Jim Clemmer delivers an energizing and information-packed webinar on the critical and intertwined need for leadership/culture development and executive team building. This fast-paced 60-minute session will focus on proven frameworks and best practices that empower executive teams – and their organizations – to develop a peak performance culture.
Many organizations are struggling with rapid change, economic uncertainty, attracting and retaining top people, employee engagement, improving health and safety, and improving customer service.
These pressures are pulling executive teams in all directions. Many teams are crazy busy and overwhelmed by a barrage of urgent operational issues and frantic activity. Sometimes executive teams are conflicted and need help getting back on track. More often, executive teams slip into ineffective “wheel spinning” patterns like priority overload with too many crisis and pressing urgencies, eroding trust and cooperation, communication breakdowns, a daily e-mail deluge, ineffective meetings, or departmental silos.
Common failure factors
Decades of research shows that up to 70% of efforts to improve customer service, quality, safety, productivity, innovation, employee engagement, retain top talent, or introduce new technologies fail.
Like a gnarled root system, common causes of failure are intertwined with personal, team, and organizational behaviors and conditions. A major factor is how the organization’s culture ripples out from the management team leading it. The executive team models behavior patterns that set the tone and examples for the entire organization.
Executive team effectiveness and organizational factors are often rooted in these underlying causes:
- Speed Traps and Tyranny of the Urgent – flooded by e-mails, endless meetings, and crisis management many leaders become reactive micromanagers and lose sight of the big picture.
- Partial and Piecemeal Programs – leadership training, succession planning, customer service, six sigma, safety, talent/performance management, IT systems, and such are disconnected and disjointed.
- Leadership Lip Service – organizational leaders send contradictory messages about core values or embracing change by their inconsistent actions and behaviors.
- Not Building Change Capacity – many change and development efforts fail to engage the hearts and heads of key leaders and frontline staff and don’t energize and equip them to make it happen.
- Teams Not Pulling Together – strong leaders drive change in their “silo” and work at cross-purposes. This undermines both the team and the change/development effort.
- Communication Breakdowns – leadership teams aren’t united in strategic priorities, key messages, behaviors that model the vision and values, and rigorous implementation planning.
- Failing to Follow Through – strategies and development plans can quickly lose focus when they don’t have a robust implementation process engaging key teams with a disciplined follow through process.
Leadership and organization culture are THE critical X factors. “Soft” leadership and culture boosts or BLOCKS strategy, structure, and change initiatives.
What you will learn:
Jim covers these vital executive team and culture development strategies:
Strategic Organization/Culture Development
- Building a common understanding/framework for leading change
- Leadership is an action, not a position: Developing a culture with leaders at all levels
- Balancing “hard” management systems/processes with “soft” leadership/people issues
- Clarifying/revitalizing vision and core values
- Lip service to leadership: Key behaviors to ripple throughout the culture
- Team and organizational strengths to leverage and where the biggest shifts/changes are needed
- Strategic Imperatives: Implementation planning around a few core initiatives
Leadership and Organization Development
- The leadership skills with the biggest impact on performance
- Building and leveraging strengths instead of focusing on weaknesses – unless a “fatal flaw” must be addressed
- Using a simplified and strengths-based 360 leadership assessment for feedback that’s much better received and acted on than traditional 360 tools
- Developing “leadership sweet spots” that intersect strengths, passions, and organization’s need for development plans with much higher commitment
- Applying an evidence-based, cross-training methodology to building leadership skills from good to great
- Setting personal and team leadership development plans
Coaching and Organization Development
- The vital difference between training, mentoring, and coaching
- The exponential impact of coaching skills on performance
- Common coaching traps
- How the four step FUEL framework guides coaching conversations and boosts performance impact
- Building a coaching culture
- Providing crucial reinforcing and redirecting feedback for greater growth and development
- Working ON the team versus IN the team
- Understanding team dynamics and dysfunctional team behavior
- “Moose Hunting” with courageous conversations to address key team and organizational barriers
- Using team norms/ground rules to reduce conflicts, silos, and fragmentation
- Assessing and planning what the team should Keep, Start, and Stop Doing
- Avoiding The Meeting Sinkhole and taming The E-mail Beast
The payoffs of executive team building and culture development
- Leverage team and organizational strengths
- Pull together major change efforts and development initiatives under an integrated implementation plan
- Leadership team building and development
- Assess organizational and leadership effectiveness and build a strong and well supported plan for change and development
- Develop a strong buy-in and agreement on leadership behaviors needed for leadership/organization development
- Action learning (versus theoretical education) on the key elements of team and organization leadership
- Better understanding and leadership of the interconnected elements to building a high performing organization
- Significant and sustained culture change
- Integrate succession planning, talent development, and performance management with organizational strategy actively led by the leadership team
- Re-energize and refocus the leadership team so they can mobilize the organization
- Build broad and cascading change coalitions and robust infrastructure for strong and sustained follow through
This session is tailored specifically to:
- Senior HR executives
- HR leaders
- Members of the senior executive team
- Anyone leading and driving leadership and organizational culture transformation