Hidden agendas distract leadership teams and cripple organizational performance.
Leadership teams fall short of their strategic ambitions, in many instances, because they settle for strategy authorship, rather than strategic ownership. Just because a leadership team has created strategy (authorship) does not mean they and the organization own it.
How do use your muscle, or power, as a leader? To drive immediate action or influence others to act?
Only one out of five executives believe they are part of a high-performance leadership team. Seven out of ten leaders do not feel they get any real value from the leadership team they are a part of. Something is missing.
How do you build a company that improves every day? One meeting at a time.