{"id":82226,"date":"2021-03-04t12:00:07","date_gmt":"2021-03-04t17:00:07","guid":{"rendered":"https:\/\/48e130086c.nxcli.net\/?p=82226"},"modified":"2021-03-04t22:03:27","modified_gmt":"2021-03-05t03:03:27","slug":"assessing-your-leadership-team","status":"publish","type":"post","link":"\/\/www.g005e.com\/2021\/03\/04\/assessing-your-leadership-team\/","title":{"rendered":"assessing your leadership team"},"content":{"rendered":"

\"businesswoman<\/a>four common challenges.<\/strong><\/p>\n

by anthony zecca<\/i><\/p>\n

\u201cevery person is unique, put the right people with the right capability to the right position to solve the right problems.\u201d \u2013 pearl zhu, author \u201cdigital master\u201d book series<\/p><\/blockquote>\n

one of the most critical factors affecting the ability of a firm leader to be an edge leader versus a center leader is the effectiveness of the leadership team. there is a direct link between the strength of the leadership team and the firm leader\u2019s ability to lead from the edge. a strong team allows the firm leader to lead whereas a weak team forces the firm leader to manage.<\/p>\n

more: <\/b>incremental vs. exceptional success<\/a> | do you lead or just manage?<\/a> | managing vs. leading<\/a> | is your leadership team at the edge?<\/a> | 6 leadership challenges through covid and beyond<\/a> | edge leaders share 7 strengths<\/a> | leadership must drive culture<\/a> | leading from the edge<\/a>
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center leaders appoint or promote individuals to leadership positions generally without any objective model of what is needed in the position to drive success and to support the firm\u2019s strategic objectives. center leaders promote based on what they think they know about the individual or based on putting someone on the team who will be a team player \u2013 someone the center leader knows will not rock the boat. all too often, the center leader will promote or appoint someone to a leadership position because they have been there the longest or based on friendship.
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\nthe question is, are the individuals being promoted or appointed the right ones to drive the long-term vision and strategic objectives? in center-led firms most often the answer is no.<\/p>\n

edge leaders choose leadership team members based on the skills that are needed for success and\/or to fill a gap in the edge leader\u2019s skill set. they don\u2019t value compliance from their leadership team. edge leaders value confidence and independent thinking within a strong team mindset. edge leaders know that it is the total leadership team<\/b> that makes the difference in the firm\u2019s success; center leaders think it is their leadership<\/b> that makes the difference.<\/p>\n

\u201cyou need to get the right people on your team to fill the gaps in your skills.\u201d \u2013 robert minkler jr., leader of anders cpas.<\/p><\/blockquote>\n

as the firm leader, you can\u2019t begin to assess your leadership team until you have defined the qualities, skills and personality your leadership team needs to reflect. a critical component necessary to effectively assess your leadership team is to develop a talent profile for each leadership position. the profile should define the skills and talents necessary for leadership success in each position. the talent profile is the critical tool for completing the assessment of your team and is critical to determine what leadership gaps exist. once the gaps are identified the firm leader can then determine what steps can be taken to address those gaps.<\/p>\n

as stated above, if you have the right person with the right skills in the right position, it all works.<\/p>\n

\u201cpart of the challenge in managing risk is getting the right talent in the right spot.\u201d \u2013 kevin keane, leader of pkf o\u2019connor davies<\/p><\/blockquote>\n

over the years, clients have retained me to work with them to develop growth and profit strategies as well as related strategic plans. part of that process generally includes evaluating the leadership team as well. when i look at leadership teams not just in accounting firms but in other organizations, there are four common leadership challenges that i evaluate in my assessment of the leadership team\u2019s effectiveness.<\/p>\n

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creating alignment<\/strong><\/p>\n

\u201cthe nutshell version is that you need to think about the employee mindsets, behaviors, knowledge and expertise that are potentially linked to the performance outcomes of interest.\u201d \u2013 pearl zhu<\/p><\/blockquote>\n

the lack of a leadership team that is aligned with the skills necessary to achieve the long-term strategy of the firm is by far the most common negative characteristic affecting the overall performance of the firm. this results in the firm leader spending too much time managing versus leading. in far too many firms, leadership does not operate as a well-coordinated team.<\/p>\n

if you are a parent or have a niece or nephew who is five years old and learning to play soccer on a team, you will clearly understand the metaphor. it is impossible to get a team of five-year-old kids to play position soccer regardless of their skills when they all instinctively run to the ball, all trying to kick the ball. they lack the skill and ability to think as a team, and they end up playing as individuals based on what they think they should be doing, not playing to achieve the game strategy to win.<\/p>\n

in the case of five-year-old kids, that’s completely understandable and part of the learning process. unfortunately, for a leadership team who have learned their leadership habits and built their skills \u2013 good and bad \u2013 over time, the challenge for the firm\u2019s edge leader is how to change that group of individuals into a well-coordinated, talented team of edge leaders aligned with the skills necessary to drive the firm\u2019s success. it takes time to achieve the alignment, but it starts with the talent profile.<\/p>\n

\u201cto pull partners out of their cocoon and judging leaders based on how they get their team to perform is a very difficult challenge and takes time.\u201d \u2013 jim pitrat, leader of singer lewak<\/p><\/blockquote>\n

center leaders tend to choose members of their leadership team for the wrong reasons as noted above. this selection process keeps the center leader focused on managing versus leading. it also keeps the center leader comfortable.<\/p>\n

edge leaders by contrast see the firm\u2019s leadership team, starting with him, as a team whose collective skills make the firm and leadership stronger. the firm edge leader knows that to lead, he must have a team that strengthens him, that allows him to lead and not manage and that shares his vision for the firm. edge leaders desire alignment of their team; center leaders desire obedience from their team.<\/p>\n

so how do you create the alignment?<\/p>\n