It was a privilege to help this senior management team, from a $50m, privately owned company upgrade their expansion evaluation process. This team is passionate about operationalizing strong core values and behaviors, the bedrock of cohesiveness, and their conversation around expansion gave me insight.
A cohesive leadership team is a rare and beautiful thing, while a fragmented team seems superficial in comparison. Out of more than 5.6 million companies in America only 1.7% grow to more than 100 employees, and .3% to 500 plus. Fewer manage to sustain their size for long. Most company’s cycle up and down the growth curve until the company finally dies. Thankfully, our national culture recycles the lives and lessons from these deaths into startups so that no energy is lost.
Privately owned company employees and owners are a national treasure. According to some sources, these companies create 72% of all jobs. Whether we like it or not, a complex web of causation interconnects our lives. I see this amplified within a senior management team.
My experience tells me that a management team’s ability to act as one cohesive unit has a causal relationship with their ability to scale and sustain growth. In turn, this is vitally important to families, neighborhoods, and communities. This team understands that and values their impact.
Because the soul is hungry for truth, not trivia, this management team’s path leads to a nobler place where values and behaviors call each person to transcend their historical behavioral limits. Because these shifts are quietly noticed, most management teams need outside help to learn the process. They also need a special place to practice because without this space, the old behavior patterns flourish.
Like all business conversations, this team had some members who were advocates of rapid expansion and others who were looking for answers to deeper questions. On one side, the advocates for quick expansion became frustrated when they lacked quick answers. Their rate of speech and volume increased while the other team members became quieter. They were in a “bio reactive state”.
Although conventional wisdom says we arrive at shared truth by confronting and correcting each other in debate, in reality, good work is relational and the outcomes depend on the noble behaviors that we evoke from each other.
As the team evaluated this conversation through the lens of their core values, one of the advocates sat back in his chair and said, “I can’t believe I blew it again!” Then he said, “We have been given a framework to evaluate new initiatives and we just need to follow it.”
Recently, someone asked me, “What is one thing that always holds a leader back?” I quickly answered – “Humility.” By embracing humility, this team instantly moved away from fragmentation toward cohesiveness. The soul comes alive with truth and shrivels with trivia.
As always, I’d love to know your thoughts. Jim@peer-place.com