So you do a great job with your Top Talent, but what about your Top Teams?

Individual vs. Collective development.

Many companies have exquisite high potential programmes, designed to accelerate the development of those who have been designated as having the potential to become future leaders of the organisation. There is often a massive HR industry that supports this, tooled up with 9 box grids, potential identification frameworks, and talent forums.

Many companies have exquisite high potential programmes, designed to accelerate the development of those who have been designated as having the potential to become future leaders of the organisation. There is often a massive HR industry that supports this, tooled up with 9 box grids, potential identification frameworks, and talent forums.

We don’t take any issue with this – but we are concerned that in most organisations, development is done at the individual, not collective, level. Executives who reach the top have been groomed for individual brilliance. Suddenly, they are expected to collaborate, when for most of their careers they have been rewarded on individual achievement.

Delivering results is usually achieved through teams, not individuals. The front and middle layers of most organisations are made up of teams, yet within the senior leadership, there is a very little evidence to suggest a real or top team. It’s tough at the top.

This is an area where business can learn from the outside. High performing teams in the health service, military, and competitive sports all have one thing in common: they regularly train together. Regardless of rank or seniority, they build trust, credibility, and agility through learning and rehearsing a new skill or capability. It is a natural form of team building.

The next time you are putting together an executive development programme, consider enrolling groups of intact teams rather than individuals. And watch the collaboration naturally happen.