One of the distinctive markers of highly effective leadership teams is the ability to express frustration, disappointment and even anger in a poor performing environment AND take ownership for the situation. Here is Green Bay Packer’s head football coach, Matt LaFleur, addresses failure in their disappointing 3-38 loss to the Saints in Sunday’s postgame interview. It’s ownership in action.
It is easy to blame others for inconveniences, injustices and events that make our life difficult. Responsibility, accountability, and ownership are the foundations of our personal influence and power. When we step up, accept, and own the challenge at hand, we strengthen our self-confidence, resilience, and ability to improve things around us.
Executive team resistance prevents senior leadership teams from changing, improving and setting the example for the rest of the organization. Learn how to spot the six signs of executive team resistance.
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.
When the CEO, or any other senior executive, complains that they don’t get the buy-in they expect from their executive team or are concerned that they don’t get constructive push back from their executive colleagues, it could be an opportunity to look at how well “the ball” is being shared in the executive team.