Top Teams: Why Some Work and Some Do Not

MeetMartintheChiefExecutiveOfficerofaglobalpharmaceuticalcompany.
Martin(nothisrealname)isa15-yearveteranofthefirmaconsistent
highperformerpersonallyandanundisputedleader.Hiscolleagues
describehimashard-hittingdrivenandcharismatic.Thecompany’sstock
pricejumpedeightpercentthedayhewasnamedCEO.Howeveraswewill
seedespitehismanyattributesheisanineffectiveexecutiveteamleader.
Martin’stopteamhas15membersincludingalltheglobalbusiness-unitheads
andseveralfunctionalleaders.Thegroupgathersmonthlyforafull-daymeeting
sometimesatheadquartersoftenatoneofthecompany’smanyworldwide
locations.
Martinkicksofftoday’smeetingwithajokethenlaysoutapacked17-item
agenda.FirsttospeakistheheadoftheAsia/Pacificdivisionwhoupdatesthe
grouponhernumbersandanswersMartin’squestions.Afterhertwo-hour
presentationtheotherteammemberseachdeliverasimilar“silobriefing.”
Almostnoonepaysattention.Vibratingcellphones—“Noringingcell
phones!”theCEOhasdecreed—alertseveralteammemberstocallswhich
theyexcusethemselvestotake.Othersreadfaxesandmemos.Nospeakeris
offendedbecausetherealdialogueisbetweenMartinandthepresenter;team
membersrarelycomment.Infacttheyhavetacitlyagreedthatnoonewillask
challengingquestions.Ifyoudon’tmakemelookbadIwon’tmakeyou
lookbad.
WhenateammembersayssomethingMartinlikeshisfaceradiatesapproval:
Nowthere’sateamplayer.Whensomeonedisagreeswithhimhisbodylanguage
saysitall:Ineedtotalktothatguyinprivateandstraightenhimout.
Martinisunsettledwhenthemeetingbreaksat11intheevening.Itwasthe
samebloodbathasalwaysoncapitalexpenditures.Alltheycareaboutis
“HowmuchoftheCapExbudgetamIgoingtoget?”Whataboutthebig
picture?
Teammembersjet-laggedandrunningoutofenergyalsofeelfrustrated.I
flew16hoursforthis?WhatlittleIcontributedtodaycouldhavebeendone
byphoneoremail.ThestrategicissuesIcareaboutgotburiedontheagenda
andweneverevengottothem.AndIstilldon’tknowwhatpieceofthe
Cap-ExpieI’mgoingtoget!


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