Against the backdrop of well-documented tough trading conditions, many businesses are starting to feel an acute pinch on their ability to perform. Careful decisions have to be made in an uncertain climate, where every project and penny spent is under scrutiny for the best possible returns.

 

Confronted with tough trading conditions, and with the threat of worse yet to come, it may not be a case of survival of the fittest – more like survival of the fastest! The need for leadership teams to act quickly and decisively is a common factor of endurance in this type of economic climate and the organisations demonstrating a resilient and united leadership front will be the ones who not only ‘ride-out’ the storm, but emerge the other side stronger and further ahead than many of their competitors. They’re the ones avoiding the temptation to run shy of continuous investment in their people, and who remain steadfast in their commitment to leadership development and coaching, firm in the belief that it’s more important than ever – if they can lead well in tough times, then they’ll prosper into the future.

 

Making the right strategic decisions and being able to truly react as necessary is less about individuals being at the top of their game and more about the team as a whole being able to out-perform the environment. To commit to, communicate, implement and continually assess choices and opportunities as they arise, is very definitely a Board and top team activity featured in long-standing, successful businesses, whether times are good or bad!. But achieving this level of united team leadership requires consistency of effort and input. With budget squeezes being paramount and day-to-day pressures encroaching on ‘team- time’, withdrawing from leadership development can be a temptation. However, the courage to stick with it is vital and indeed for some organisations, where this might have been a bit ‘hit and miss’ in the past, now is the ideal time to strengthen the team’s identity and redefine its sense of purpose and drive.

 

Our personalities, backgrounds, experiences, genders and ages all make us who we are, and all add to the value of our contribution as a team member. But as we all know, it’s this very uniqueness that often undermines the effectiveness of the Board and top team. Differences, as opposed to likenesses, are sometimes easier to recognise (and remember) as they inevitably surface at times of great stress or pressure. Ironically, this is also the time when the Board and top team needs to be most cohesive and united. How we work at Maier is not simply by looking at how different or alike team members are, but vitally, how the implications of this blend can help the team to achieve its absolute potential in daily decision-making and team functioning, within the context of the organisation’s real-life challenges.

 

Using a variety of proven tools, techniques and exercises creatively designed according to the client’s specific operating environment, (each exercise generating actions to take back into the business); we work with Boards, individuals and top teams to explore how differences can be healthy and, when handled correctly, productive.

Working out the motivators for change (why bother?) is the backdrop for any meaningful development, if it’s to be related to day-to-day business improvement. This means gaining a heightened sense of awareness, not only of individuals’ ways of operating, particularly under pressure, but also mapping out the current ‘environmental’ factors affecting the organisation.

• We particularly bring in MBTI and other profiling tools here, exploring the dimensions of the team through the individuals in it, and positioning the characteristics of those individuals within the context of the group/organisational goals etc.
• This works because it creates a safe common language and something that the team can revisit across all sorts of situations and without us being there

The emphasis here is on continuously building better, more productive relationships, and therein a stronger business where the people within it make fast, robust management decisions on a daily basis.

• Stephen Covey says – seek first to understand and then to be understood – knowing how someone ticks makes this easier
• It’s no good just recognising that all of you are different – you then need to start creating the bridges/bonds that will help you to use those differences to great effect
• Understanding differences and commonalities can give you a new perspective – are we seeing the same things but in a different way?
• It’s about creating an environment that inspires confidence and trust

 

Finally, in using steps one and two to get the best out of everyone, this is about equipping individuals and teams with the necessary resolve to drive their business forward, with a renewed sense of unity, urgency and momentum; e.g. to find new customer channels; innovate new products; take measured risks; work smarter to increase profits.

• Maier are experts at getting teams to a stage where they feel able to give and receive challenge. Knowing how to offer healthy challenge, when to encourage the push and when to close it down and take an alternative route
• Not a skill that is quick to develop but with safe practice and Maier’s objective input, something well worth investing in
• The outcome is reaching new levels of innovation and resolve – cross-functional teams committed and aligned to strategic decisions

In conclusion, the challenge for organisations to overcome ‘the squeeze’ on business, and accomplish more with less, can be won - and we at Maier are helping it happen. By working to your strengths, with your team we can help you to ride out the storm.

 

 

“Kirklees Council has been working with Maier for a period of six years.

The focus of the work was originally the development of our top corporate management team as it strengthened its collective leadership of this complex local authority through a period of major challenge and change.

With Maier’s help we have progressed through early focus on mutual understanding and team commitment to a style of leadership which is able to assume a very high level of drive and mutual support. The success of the programme has been dependent on Maier’s strengths, both in working with us to understand the nature of the developmental possibilities within our particular context in facilitating sessions which rapidly achieve a focus on key issues.

In more recent years we have built on our confidence in working with Maier by developing a wider approach to developing management leadership structures across our senior management team and with key partners. In both cases we have reflected on other potential partners but re-affirmed our use of the Maier organisation. We have confirmed this approach because we have the confidence in the Maier Partnership as a particularly thoughtful, responsive, but challenging group able to produce demonstrable results with high level management teams.

In 2007 we emerged as the only council rated as 4 star for its management, leadership and governance capacity, and we went on to take the Local Government Chronicle’s ‘Council of the Year’ Award in 2008. The long nurturing of our corporate management team’s strengths with Maier has made a significant contribution to this success. ”

Rob Vincent, Chief Executive, Kirklees Metropolitan Council

 

“We asked Maier to support us as an Executive Team in early July 2006."

"The Group was facing a number of significant internal and external challenges with a top team that needed to drive the organisation forward in a more robust business-like way.

We were facing real pressure from key stakeholders to improve performance and also serious competition from other Groups making stronger progress."

"We had recognised the need for a better performing senior mangement team to drive forward and we appointed Maier to support, challenge and help galvanise our efforts.

The subsequent learning about leadership styles, competencies, new perspectives and methods about organisational development, stimulated by Maier, have been invaluable in shaping a more dynamic top team. Alongside helping Directors gain valuable knowledge we have developed new "rules of engagement" between each other; this has dramatically improved relationships and understanding (achieving corporate working way beyond our starting point).

Maier’s impetus and skill has facilitated a clearer sense of vision, values and necessary forward action. Vitally it has helped create a sense of urgency, passion and energy. We are now rolling out much of the learning to the next tier. Excellent stuff ".

David McQuade, Customer Services Director and Deputy Chief Executive, Flagship Housing Group

 

“We’ve worked with Maier for the past two years and in that time they’ve helped me and my Strategic Team to focus on the bigger issues and how to solve them. Their contribution has undoubtedly helped us to drive our strategy in an ever-changing industry.

Maier has challenged both me and my leadership team to think and act differently, to recognise each others strengths and weaknesses and understand how all of this can benefit the team dynamics and ultimately business performance.”

Dave Shepherd, Brand Director, Topman

If you would like to find out more about how Maier is helping businesses address ‘the squeeze’ and how we keep our programmes fresh and invigorating, please give us a call or drop us a line for more information. We’d be delighted to talk to you.