Offerings

Executive Team Coherence

For the CEO and executive team entrusted with the whole organisation

An executive team carries the organisation’s direction and the choices whose consequences outlast any one portfolio. How the team is together sets the culture of the whole organisation. Where that field is fragmented, capable executives default to defending their portfolios, and the CEO becomes the point through which every difference has to be resolved.

The Work

The team’s task is to lead the enterprise as one, holding a shared vision and making the choices no single portfolio can make alone. Its live agenda is the ground of the work. The team also carries collective patterns, formed through its history and the pressures it has held, and they travel into decisions and culture more powerfully than any strategy.

We work with what the team avoids and with the dynamics that surface under pressure, so it can hold complexity together as one body. As the team becomes more coherent, the organisation receives one clear signal from the top. The work draws on Internal Coherence and on Perspective-Taking and Holding Paradox from the Arc of Leadership Consciousness, developed as capacities of the team, and culminates in Systemic Impact.

Structure

Six months or more, shaped around the team’s live mandate. At the outset we agree with the CEO the measures the work will be held to, informed by individual conversations with each executive. Full-day immersions follow, with integration sessions between them, and at the close we review progress against the agreed measures.

Outcomes

In the team

  • ·The team stays coherent under pressure and holds its differences without fracturing
  • ·The hardest issues are raised openly, and tension becomes a source of better thinking
  • ·The team’s collective leadership presence positively shapes the organisation well beyond its formal decisions

In performance

  • ·The organisation moves with one enterprise vision, carried consistently by every executive
  • ·Strategic decisions are made faster and implemented across portfolios without being reopened
  • ·Differences within the team are leveraged intentionally, strengthening the quality of enterprise decisions
  • ·Board confidence in the executive’s collective leadership strengthens

I take on a small number of collective engagements each year.

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