Management team development
The importance of a management group for the orientation and result of an organisation?s operations can hardly be overestimated. Consequently its efficiency is decisive, and the costs of inefficiency are considerable.
Systematic development of, and training in, the four central management group competencies is thus crucial for professional management. An elite team has an integrated programme for its performance development. The team members learn to conduct strategic orientation, dynamics and creativity in difficult decisions, systematics in their own forms of work and more synchronised outward communication, i.e., management and control of operations.
The challenge is to apply tried and tested proficiencies in a systematic way in the management group within a collective programme. Time and again I have seen how managements rapidly change from rather ?amateurish handling? of their process, to a strategic approach with professional improvement of their controlling ability.
The result is a number of attitudes, tools for formulating work and methodological control of the way of functioning in the group. In turn, this usually leads to more relaxed, open and often more enjoyable work in a stressed environment.
How can one improve the capacity of a strategic management group?
By working systematically with the following factors. Several of them can be measured direct, and most can be evaluated as to how good one has become. What does the potential of your management group look like?
| Measure |
Potential |
|
| Maximise the time used for strategic issues | (Can be assessed) | |
| Plan the agendas on a long-term basis with respect to the strategic situation of the operation | (Can be assessed) | |
| Maximise the efficiency of every hour used by selecting a form of work on the basis of the character of the point at issue | (Can be assessed) | |
| Determine forms of meetings on the basis of the aim and orientation of the group | (Can be assessed) | |
| Minimise time in the ?Belong and Control phases (FIRO) | (Can be assessed) | |
| Improve the confidence level through systematic feedback | (Can be assessed) | |
| Introduce continual improvements through evaluation of the effectiveness of meetings | (Can be assessed) | |
| Allow chairmanship to rotate | (Yes/no) | |
| Use the line organisation to implement decisions | (Yes/no) | |
| Put the main responsibility for information in the line | (Yes/no) |
