From Senior Leadership Teams:
Members of senior teams have a dilemma.
On the one hand, they are responsible for leading their own organizational units. On the other, they are expected to be fully engaged and committed members of the enterprise’s senior team. It can feel like being caught in two powerful crosscurrents.
Given a choice about how to spend their time, most of the executives we have talked with do not hesitate: “Just let me focus on my real job,” they say, “rather than waste all this time in endless meetings that accomplish nothing.” For many overburdened executives, senior team meetings become obligatory appearances at events that have little to do with their leadership roles or the pressing organizational issues they face—and understandably, they would rather be somewhere else.
It doesn’t have to be that way.
Members of senior teams have a dilemma.
On the one hand, they are responsible for leading their own organizational units. On the other, they are expected to be fully engaged and committed members of the enterprise’s senior team. It can feel like being caught in two powerful crosscurrents.
Given a choice about how to spend their time, most of the executives we have talked with do not hesitate: “Just let me focus on my real job,” they say, “rather than waste all this time in endless meetings that accomplish nothing.” For many overburdened executives, senior team meetings become obligatory appearances at events that have little to do with their leadership roles or the pressing organizational issues they face—and understandably, they would rather be somewhere else.
It doesn’t have to be that way.