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Never before in the history of organizational life has so much
been asked of leaders and teams. Teams live at the heart of organizations,
and organizations live and die by the vision and capabilities
of their leaders.
The notion of leadership has evolved throughout organizational
history, such that leadership is no longer synonymous with positionship
-- there is no particular place on the org chart that identifies
where the most influential leaders live. In fact, effective leadership
is imperative throughout the organization to facilitate innovation,
entrepreneurialism, and perhaps most important of all, customer
satisfaction. Our development programs cultivate the competencies
needed by both "formal" and "informal" leaders.
Teams, especially those that are cross-functional, are only as
effective as the trust between members. Our approach to team
development assumes that trust is first a function of
leadership vision and role clarity, and second, a function of
behavioral dynamics. Unlike many "team builders"
who initially employ an affective approach to team development,
we start with a sober analysis of the basics -- the extent to
which people know what they are supposed to do, what their teammates
are supposed to do, and what the team's function is.
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