A phrase so over-used at the executive team table that it’s lost all resonance, yet it is one that is causing teams more harm than good. Behind it sits the claimed desire for efficiency and moving things forward, yet in reality, it often slows decision-making, creates divisiveness in the team, and precludes the opportunity for unity and collective growth. 

Working with an executive team of a large FTSE asset management firm, we heard just this phrase time and again. As we explored this with the team, we discovered three contributing factors:

(1) the CEO disliked conflict and often avoided or delayed tough decision-making;

(2) there was no effective operating rhythm and structure for making decisions at regular meetings; and

(3) the divisional CEOs of the business units valued autonomy and control over their business – they had no incentive to play for this team! 

Over a year of working with the team, we supported the team in making some structural changes to the operating model and the Exco meeting cadence (this included 3rd party operating model design and the appointment of a Chief of Staff), but we also stretched the team on their dynamics that were perpetuating this inertia. First, we ensured the CEO received critical feedback and coaching on the impact of his leadership style so that he could shift his behaviour towards pacier, more collaborative decision-making. Next, we helped the team explore themes around interpersonal needs and how they were relating to one another that were preventing effective decision-making, candour and tools for more direct conversations, shifting accountability to create shared ownership on critical strategic priorities, and behavioural commitments to foster cohesion. 

As a result, the Exco team received positive feedback from the extended leadership team on their increased alignment and the coherence of the direction they were driving. Meetings became more structured to create space for discussion and assigned responsibility for decision-making.  Peers initiated more opportunities to connect outside of Exco meetings and work on projects they otherwise would not have got involved in. The team reported greater efficiency, but more importantly, they reported a deeper understanding for other’s agendas and greater commitment towards collective success.  

While the symptom was ‘poor decision-making’, the underlying causes were far more profound, and required deep work by the team to make the shifts that have enabled these outcomes.