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Executive Team Effectiveness Assessment

High-performance executive teams share 9 characteristics. Does Yours?
12Questions
  • 1
    There is a clear and compelling reason to be together that goes beyond our individual responsibility areas. In high-performance teams a commitment to the team's purpose should be at least as important as the commitment to the purpose for the area each member leads.
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  • 2
    The team needs to be focused on a set of outcomes which all members are committed to achieving and which require contribution by everyone. If it's truly a team goal, everyone should feel equally responsible for its achievement. These are not necessarily the same as the company's goals.
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  • 3
    The team's members have a complementary set of skills, experiences, and styles necessary for fulfilling the needed roles and responsibilities. People know a lot about each other; including strengths, weaknesses, preferences and aversions and use this knowledge to create synergy. If someone's on the team, everyone believes he/she should be. There's a sense of equality.
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  • 4
    People can be themselves because they genuinely like each other and will do what they can to look out for and support their teammates. Members trust each other and are trustworthy. The cohesiveness of the team is obvious to people outside the group.
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  • 5
    These are agreed upon ways of pursuing goals and working together. These might include a shared set of values, processes for making decisions, ways of communicating and many others.
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  • 6
    When there's a problem someone raises the concern so the team can analyze it, identify alternatives, and work through the options. Once the decision is made, everyone supports it.
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  • 7
    People say what needs saying in a direct and respectful manner. Members are receptive to hearing tough messages without becoming defensive. Heated discussions are not viewed as a problem, but rather a positive activity as long as the discussion stays focused on issues/behaviors rather than on personalities.
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  • 8
    Members hold themselves and others to the commitments they have made. While the CEO often has the primary responsibility for holding his/her team accountable, in a high-performance team this activity is shared by all.
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  • 9
    Whether it's progress on key initiatives, performance results, or even behaviors expected of each other; effective teams track those things that are most important to their success so they can take action when things are not on track.
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  • 10
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    Disappointed
    Proud
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  • 11
    There were 50 possible points 44-50: You have a strong team 38-43: You have some key opportunities 0-37: Address your team's challenges
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  • 12
    If you want to discuss your executive team, provide your contact info and we'll reach out.
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