MANAGEMENT TEAMS 2.0SHARED DIRECTION, ALIGNMENT AND COMMITMENT

CONTENTS PAGES 4-11 The Development Consultants’ stance on management teams

CONTENTS PAGES 12-13 Who are The Development Consultants?

CONTENTS PAGES 14-24 Presentation of our services

In your hands you now have an appetizer, which can hopefully inspire you if you intend to create adaptive yet still cohesive organizations. On the following pages, we have combined 20 years of experience with management team training and brand new research carried out by one of our chief consultants, Anders Trillingsgaard in his Business PhD. The result is a new and revised con-cept of how management teams can create success for themselves and for the organization. And having worked with more than 500 management teams, we know that our approach works.

As consultants, we have the privilege of meeting a large number of organizations with many different challenges each year. And we know that everyone works furiously to create success with whatever they have been put in the world to do. There are many ways to reach their goals. However, it is our experience that the manage-ment team’s ability to create internal direction, align-ment and commitment is the one key issue in this work. An issue with crucial importance for the future and for the bottom line of the organization.

We have no doubt that training management teams is the simplest, fastest, cheapest and most effective type of organizational development currently available. And this is what we would like to expand upon in the follow-ing pages. Happy reading.

Best wishesKenneth Albæk, CEO,The Development Consultants

DEAR READER,

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On the contrary. In modern, complex organizations, leaders cannot lead without a team who can solve business critical, cross-organizational tasks. The alterna-tive is bad decision making, half-hearted implementations and organizational silos. Therefore, getting the management team to succeed is a key competitive factor – especially because the team is also the key to organizational innovation.

MYTH 1 //TEAM WORK IS SOFT HR LUXURY – WITHOUT ANY STRATEGICAL IMPORTANCE FOR MANAGERS

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WHY IS THERE A NEED TO DEVELOP MANAGE-MENT TEAMS?

Today, there is a tendency for organizations to grow geographically, in size and in complexity. This means that individual managers no longer can determine or correct the direction of the organization in a suffi-ciently fast and qualified way. At the same time, staff is becoming better educated, more indepen dent and more expensive to employ. This com-bination typically results in everything from thinking ‘inside the box’, sub-optimization and delayed decisions to conflicting goals, distorted decision making, conflicts and stagnation.

Structural measures cannot solve this problem. The solution requires well-functioning management teams that work in a professional and disciplined way with the organization’s individuals, relationships and processes.

In Northern Europe, especially in Scandinavia, it is generally easy to build cooperation, trust and a positive work attitude. This provides a good basis for success with innovative and well-coordinated cross-organi zational leadership. However, in order to use this advantage optimally, it is crucial that we work just as disciplined to develop our management teams as we do to utilize the organization’s other core competencies.

Test yourself on the next page. Do you take management team work just as seriously as other critical factors for success?

Did you know that...•42percentofmanagementteamswillremainlow-performing

as long as they are in existence (Wageman et al, 2008)?

•manymanagementteamswillneverbecapableofhavinginternal, constructive conflicts without risking the team’s cohesiveness (Wheelan, 2003)?

•managementteamscanperform35-55percentbetterinafew months if they are given the right conditions, inspira-tion and tasks (Trillingsgaard, 2010)?

Management teams are the groups in the organization who have a particular responsibility for creating leadership. It could be the top ex-ecutives, or the entire management and perhaps some specialists from a specific area, program or process. It could also be a group in the organi-zation, who leads a cross-organizational project. A management team usually consists of 3-10 people from at least two layers of management.

WHAT IS A MANAGEMENT TEAM?

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Team work is not an organizational structure. It is a problem solving strategy and a competence. Therefore, you cannot imple-ment a management team, you have to develop it and train it. Many management teams fail because the team tries to solve the wrong tasks. Or solve tasks for which the team has not yet built sufficiently strong relationships, cooperation and common goals to master. It is easy to understand why. Management teams have both clear, urgent tasks like dealing with crises, and elusive, long-

term tasks like strategy. Thus, their tasks range from extinguish-ing fires to creating visions and values – and they all have to be solved within a short time frame. It is hard to develop the team in a meeting with 15 fixed issues and decisions that need to be made here and now. That is why most management teams quick-ly find an “effective”, superficial way of cooperating and continue like that indefinitely. The consequence is that the potential for a stronger, better performing management team is lost.

THAT IS WHY IT (SOMETIMES) GOES WRONG

•Doyouprepareandmanageteammeetingsjustasdisciplined as sales meetings or meetings with a political committee?

•Doesyourincentivestructuresupportteamtasks?

• Isalackofcontributiontoteamworkasbadforone’scareer as budget overruns?

•Doleaderswithoutcooperationskillsandeffectiverelationships withdraw from the team - whilst others, who can help to create leadership, are welcomed?

• Isalackofcontributiontootherleaders’successtakenjust as seriously as a negative management evaluation?

•Doyoureacttosecrecyaboutdoubt,joyandreserva-tions as you would to secrecy about financial disposi-tions?

•Doyouperceivethatnotinterruptingthedailyroutineto develop the team is a managerial failure equal to introducing outdated technology?

How seriously do you take your management team?

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This myth is absurd and expensive. Most management responsibilities and tasks are best dealt with by individual managers. But generally speaking, the management team is a good addition to individual accountability. Especially leadership tasks that require cross-organizational cooperation or where feedback is useful, can with advan-tage be handled by a team. In the team, both leadership and followership needs to be established before it can be effective.

MYTH 2 //TEAMS ARE THE OPPOSITE OF HIERARCHY

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HOW TO MAKE MANAGEMENT TEAMS SUCCESFUL

If a management team is to achieve success, it requires important, meaningful tasks that the team members can only successfully solve together. This means that the tasks have to suit both the organization’s and the group’s maturity. It is definitely not all management tasks that should be solved by a team — a lot has to be done individually or on a one-to-one basis.

A newly established team should take on few, important and relatively simple tasks, whereas more mature teams can handle more ambiguous and complex tasks. The team and the managers’ maturity are closely linked, so often the team improves significantly when the members grow as individuals and as leaders.

The most important thing to avoid is the ‘pseudo team’. This is a group that calls itself a team, but does not have shared goals, cross-organiza-tional coordination or reflection on the teams’ work. British studies have shown that pseudo teams have a considerably lower performance than individuals who do not attempt to work together (Carter & West, 1998). Our advice is either to invest in creating the type of management team that the organization needs – or to completely abandon the idea of a management team.

INFORMATION TEAMThe purpose is to share knowledge and create a collective overview of the situation in the organization.

COORDINATION TEAMThe purpose is to coordinate and adjust the team’s work on collective projects as well as to share resources.

SPARRING TEAMThe purpose is to spar, discuss and help each other with managerial challenges.

PROBLEM SOLVING TEAMThe purpose is to solve specific (cross-organizational) assign-ments given by the team itself or the management.

DECISION TEAMThe purpose is to discuss and make all major decisions in the departments together.

UNIFIED TEAMThe purpose is to coordinate and solve problems on a daily basis. The employees consider the team as a collective management, where they can approach any member.

If you gather a group and force them to cooperate, you will never get a team. But if you give a group a task that they can only solve together, then they will create a team on their own. Nielsen & Trillingsgaard (2005)

Management teams can be successful in many different ways as long as they organize themselves according to their level of ambition:

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HOW TO PRODUCE LEADERSHIP

At The Development Consultants, we are deeply inspired by Wilfred Drath’s revolutionary, new ontology of leadership as a product instead of as a role or function. The main point is that there is not necessarily leadership in an organization just because there are managers. Mana-gers have a particular responsibility to produce leadership which is not accomplished until shared direction, alignment and commitment has been established within the organization and internally within the manage-ment team.

Direction covers the production of a shared direction, for example in the sense of goals, strategies and plans of action. Alignment is the collective term for the establishment of effective following up, collaboration and communication in the organization. Commitment covers work on creat-ing the best possible dedication, personal development and emotional ties. How managers and employees can create direction, alignment and commitment most effectively, depends upon the culture(s).

With this understanding, leadership development is not only development of managers, but development of better group interaction, that enables the members of the organization to create greater results together.

It is the presence of direction, alignment, and commitment (DAC) that marks the occurrence of leadership. Leadership ishow people, who share work in collectives, produce direction,alignment, and commitment. It may or may not involve leadersand followers. Drath, McCauley, Palus, Van Velsor, O’Connor, & McGuire (2008): Direction,alignment, commitment: Toward a more integrative ontology of leadership. The Leadership Quarterly, 19 (6)

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This model helps the management team to look at their internal and external work as a whole, and it gives specific directions for focus: They should produce leadership by establishing shared direction, alignment and commitment.

SHARED DIRECTION, ALIGNMENTAND COMMITMENT

Managerial behaviour

Other people’s behaviour

Results

National culture(s) and organizational culture(s)

Leadership

Direction Alignment Commitment•Createshared,appealingandrealistic

visions, goals and assignments•Dealwithpriorityissuesandcompeti-

tion between interests•Establishstrategiccommunication,

involvement, monitoring and correction

•Developtheorganizationalstructuresand collaborative interfaces

•Shareandcreateknowledge,informa-tion, feedback, help and sparring

•Establishmeetingstructures,meetingculture, responsibilities and roles

•Buildmutualaccountability,ensurethatcelebrations, rewards and disciplinary actions are carried out

•Createrelationships,network,trustandloyalty

•Dealwithwell-being,doubt,frustration,insecurity and reservations

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Our experience is that this is very rarely the case. Whereas groups of two or three can intuitively be effective in an informal way, a larger, professional management team requires the establishment of relations, meeting structure and meeting facilita-tion. Effective teams train themselves by gradually assuming more challenging tasks, daring to be more open and direct as well as by establishing customized meeting structures, forms of collaboration, shared goals and mental models.

MYTH 3 //A MANAGE-MENT TEAM DEVELOPS AUTOMATICALLY

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DOES IT PAY TO DEVELOP A MANAGE-MENT TEAM?

Throughout the past year, we have worked with The Develop-ment Consultants on developing all of our managers and our management teams. And there is no mistaking the result – during this period we have halved our sickness absence, increased our productivity considerably and created a greater job satisfaction among our employees.

Mogens Bøgh Pedersen, Director, Arla Foods, Arinco

Realistic improvements within six months

The question of whether it is worth investing money in developing the management team is a relevant one for all decision makers. Maybe your team is good enough. Maybe you do not have the necessary motivation. Or maybe the choice to develop the team is not sufficiently strategically based. There has to be a business case – it has to be worthwhile – and there has to be a willingness to invest the necessary resources. Consider what the investment in time and money can yield if you take up the challenge. The statements to the right indicate the typical improvements that most management teams in our experience will be able to create during a six month period.

How much will it be worth to your organization if your management team transformed in this way?

•Clearsharedunderstandingoftheorganization’ssituation plus agreement on the team’s goals and priorities

•30percentmoreeffectivemeetingsmeasuredbyhow much you get done and to what extent the team adheres to the decisions

•30-50percentbetterperformanceontheteam’stasks, less sub-optimization and better coordination throughout

•2-10constructiveconflicts,honesttalksandlonglasting solutions to controversial and /or avoided questions

•Strong1-1relationshipsthataresustainedthroughhard decisions

•Catching,sharedcommitmentandenthusiasm.Mem-bers want to stay in the management team

• 10-30percentgreatersuccesswithindividualtasksthrough help, sparring and support from the team

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The Development Consultants or in Danish, Udviklingskonsulenterne, is a management development consultancy based in Aarhus, but involved in many national and international projects. We design and facilitate development processes for both large and smaller companies – and the people in them. Our core competency is to combine:

•Strategyandbusinessdevelopment•Managementandorganizationaldevelopment•Developmentofteamsandcollaborativerelationships•Personalgrowth

Handpicked specialistsOver the last 20 years, The Development Consultants have worked with hundreds of management teams and our consultants have on average 15 years of experience. All the nine owners of The Develop-ment Consultants work as Senior Consultants in the company. This means that we have many exceptional specialists with long stand-ing experience in tackling complex tasks together. We are strongly involved in both the Danish Master in Public Management and the Master in Leadership and Organizational Psychology. We are currently involved in several scientific research projects on the development of management teams, large-scale involvement, power in organizations and emotions in leadership. All consultants have recognized univer-sity degrees and the employee group counts among them four manage-

ment consultants with PhD degrees within organizational psychology. We spend at least one month together every year developing our own expertise and organization. Our characteristicsOur customers tell us that we have a very high base level of competence. And that our consistent approach where we combine business focus with personal growth is quite unique. This combination of hard and soft ensures that our consultants develop both the organizational struc-tures and the people in them. We do not keep our distance, but engage ourselves in you as a business, as an organization and as people. We are comfortable with handling difficult situations - and you will find that we take co-responsibility for advancing you as leaders and as a team. If you compare our prices to those of our competitors, you will even discover that we are a little cheaper.

Organizations we have worked for include:Private: Arla Foods, Danisco, KMD, Logica, TDC, Danfoss, HK, Terma Affecto, 3F, Lego, Vestas, Platon

Public: Danish Parliament, Aarhus Municipality, Central Denmark Region, ATP, Aarhus Water, GEUS, Amager forbrænding, University of Aarhus, Herning Municipality, Ministry of the Environment, Team Den-mark, University of Southern Denmark

ABOUT THE DEVELOPMENT CONSULTANTS – INNER STRENGTH, OUTER RESULTS

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A turn-around for the whole company• Product: Leadership development program

The Development Consultants have contributed very positively to the turn-around that we have implemented here at the Grinsted factory. Through intensive management development we have changed the culture and increased our earn-ings by millions DKK. Thus, the investment in our management development has paid for itself several times. I appreciate The Development Consultants’ ability to put themselves in our position and start the development from there.

Martin K. Madsen, Plant Manager, Danisco Grindsted

The Development Consultants just deliver• Product: Leadership development program

We have achieved increased cooperation, common language and understanding of the importance of working as a team in the senior management team. The Development Con-sultants motivated and strengthened the team throughout the whole program. They did not arrive with a finished product, but with ideas – and they listened to us, sensed the situ-ation and gave us exactly what we needed. The consultants were provocative, motivational and extremely attentive, and showed that they really understood the organization.

Anne Merete Kofoed, Head of HR, GEUS

Programs that create value• Product: Organizational Development programs to the Faculty of Health Sciences

The Development Consultants have been highly professional and have left a very positive impression of a job well done. The two programs have created significant value for both the management and the organization. The Development Consultants understand very quickly what our challenges are – that is why we have chosen to use them several times.

Gertrud Lindberg Tefre, Head of HR, Aarhus University, Faculty of Health Sciences

A boost for any management group• Product: Development program for management teams

The management team development program has convinced everybody in the group that it ishighly relevant to continue working hard on our leadership. A management team develop-ment program with The Development Consultants is a boost for any management team – regardless of what level and what challenges each management team might have. We highly recommend The Development Consultants – it is full value for money.

Dagny Lange,Site Manager, Branderup Dairy

From complex theory to customized practice• Product: KMD’s internal management training

I participated in KMD’s management program developed in collaboration with The Development Consultants. It was very different because it had clearly been customized precisely for US. They were very competent and professional, and they understood our organization. I gained insight and knowledge on issues that were on the agenda in our company just then. It was very productive to have complex theory translated into workable practice that I was inspired by and could use immediately.

Thomas Sick, Department manager, SAP shared services, KMD

Aarhus UniversityAarhus University KMDKMD

Branderup dairyBranderup dairy

Danisco IngredientsDanisco Ingredients

GeusGeus

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OUR SERVICES:GET THE MANAGEMENT TEAM UP TO SPEED, FAST

Often, it makes sense to draw on external resources to get the manage-ment team quickly up to speed. Few organizations have their own in-house management team development experts and the investment is usually returned many times over compared to management team members having to spend time on researching and designing training seminars themselves. It is even more expensive not to do something about the management team and stay stuck at a low-performing level for months or years.

Our programs for leadership team developmentAt The Development Consultants, we can customize specific programs for you or you can be inspired by the four standardized programs that we presentonthefollowingpages.Onpage24youcanfindanoverviewofthemany other services we offer in addition to management team training.

Clean Start is a program for the new group about to start team development.

Boost seminar is a seminar for the well-functioning management team who wants a quick extra boost, from where they are.

LEAP (Leadership Alignment Program) is a targeted development program for the management team with particularly challenging tasks who wants a longer, coherent program in which both the team and the individual managers get personal training and tools to significantly boost the team’s work.

Strategic Team Support is targeted consultancy support to teams with particularly urgent, cross-organizational and strategically crucial tasks where the team needs us to build accelerated development, data collec-tion, trouble shooting, sparring and feedback at an international level into their tight schedule – without additional workshops or seminars.

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No, project teams have few, clear tasks, focused time together, deadlines and comple-mentary skills. Management teams usually have many large and small, ambiguous and clear tasks, important tasks without deadlines, short periods of time together and com-peting skills, perspectives and interests. Project teams have to solve a task. Management teams have to create direction, alignment and commitment within the team and the organization. That is why the management team needs to be dealt with differently.

MYTH 4 //MANAGEMENT TEAMS ARE SIMILAR TO PROJECT TEAMS

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Target groupClean Start is a program that is suitable for new teams or teams with recently replaced members or tasks. We adapt the seminar to fit, whether team members have lots of team experience, or whether it is their first management team.

EconomyThe outlined program costs DKK 80,000 excluding VAT. Several teams can participate simultaneously and thus reduce costs. Managers spend four days on the program over a three-four month period.

The seminar offers the team and organization:• thelatestresearchandthemosteffectivewaystobuildupa

management team•overviewoftheorganization’ssituation,theteam’stasksand

goals, team type, types of meetings, working methods, code of conduct and roles

•professionalhelpandsparringfortheteam’sorganizational and business challenges

• feedbackontheteamworkandtheindividualteammember’scontribution

•establishmentofstrongcooperationandhighcommitmentlevels

CLEAN START

We were assisted by The Development Consultants for the start-ing up of two new management teams. One team got quickly into the swing of things and the second team had a rough start but soon found a shared direction. The Development Consultants had a very pragmatic approach that has had such a catching effect that the managers now use it on their other management teams and now work on passing it along to their employees.

Claus Homann,Head of Operation and Maintenance, Aarhus Water

Get a focused introduction to methods for effective management teams - combined with establishing a common goal, foundationand team work practices for the team.

SERVICES

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SERVICES

THE PROGRAM FOR CLEAN START

The program begins with a half-day preliminary examination and meeting with the head of the team. After this, we hold a two-day seminar where the team is introduced to construc-tive ways of thinking about management teams. The goal is to get the team up to speed fast, by getting the team to establish its own foundations through working with the organization’s situation, tasks, strategy, meetings, management communica-tion etc. We introduce useful tools and this work will continue

during the interim period. After three months, the team has one more day where The Development Consultants contribute with presentations customized to the team’s situation, work with potential conflicts and provide feedback on the team’s work. The program ends one month later with a learning session where you receive proposals for your further develop-ment.

Three hours

Preliminary examination and sharing of expectations

Two days

Knowledge of and methods for effective management teams

Working with the team’s specific challenges

Three months

The team workswith input fromthe seminars

One day

Status, dealing with conflicts and feedback

One month Three hours

Team workswith input from the workshop

Rounding off and recommendations

PREPARATION INTERIM PERIODSEMINAR INTERIM PERIOD LEARNING MEETINGWORKSHOP

DURATION

CONTENT

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BOOST SEMINARGet a focused boost where you can quickly improve.

Target groupThe boost seminar is targeted at the well-functioning management team, who would like an extra boost.

EconomyThe outlined program costs DKK 60,000 excluding VAT. Managers spend three days at seminars over a period of one month.

The seminar offers the team and the organization:•mappingofthemanagementteam’sstrengthsanddevelopmentneeds

in relation to creating leadership in the organization•methodsthatboosttheteam’sabilitytoworkmoreefficiently• inspirationtoandworkwiththeteam’sspecificchallengesandreal

tasks• focusonprospectiveareasthatwouldgearthemanagementteameven

better to handle future challenges

I have been really happy with the preparation phase – The Development Consultants examine the situation and prepare a program that fits our needs exactly. The program tied the management team together and we have achieved specific changes. Our consultant is a good process consultant, she knows the organization as well as our situation and the chal-lenges we face. The process has good speed, and we reach the goals we set out to achieve.

Lis Grønnegaard,Head of Committee Division, Danish Parliament

SERVICES

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THE PROGRAM FOR THE BOOST SEMINAR

The program is based on a three hour examination of theteam’s situation and ambitions together with the head of the team or the whole team. On the basis of this, The Develop-ment Consultants design two intensive days with theory, tools and training to match the team’s needs. For instance, this could be working on the collective direction, the team’s

tasks, collaboration or commitment. The program concludes with a written summary from the consultant about the team’s strengths and possibilities, followed by a three hour conversation with the head of the team or the entire team about the next steps for the group.

Three hours

Preliminary examination and sharing of expectations

Two days

Knowledge of and methods for an effective management team

Work with the team’s specific challenges

Direction, alignment or commitment

Written conclusion with recommendations from the consultant

Plan the team’s future work

Three hours

PREPARATION SEMINAR REPORT AND LEARNING MEETING

DURATION

CONTENT

SERVICES

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Target groupManagement teams with particularly challenging tasks can benefit from the LEAP program, which is a more thorough, more coherent six to twelve months program. The program focuses on the team’s strategic tasks and gives team members tools, personal feedback and sparring to boost coop-eration and performance throughout the whole organization.

EconomyPrices from DKK 200,000 excluding VAT, depending on how closely the con-sultant works on the individual’s development plans. Managers spend eight days plus three-four individual sessions over a six to twelve month period. All time is spent working on the team’s and the leaders’ existing tasks.

The program offers the team and the organization:• sharedunderstandingandprioritizationofstrategies,goalsandinitia-

tives•creativeanddisciplinedcooperationthataddressesteambusiness

challenges and drives communication and implementation• robustinternalrelationswhereteammemberscanhandleconflicts

constructively and help each other mentally and practically across departments

•personaldevelopmentofindividualleadershipthatallowstheteamtohandle strengths and weaknesses optimally

LEAP (LEADERSHIPALIGNMENT PROGRAM)Get a team development program centered on the team’s strategic tasks, integrated with personal coaching on the individual’s management tasks.

SERVICES

The team received a central role in the new organization. We be-came a unified management and we were successful in creating cohesion across our units. We all received really direct, personal and constructive feedback from colleagues and consultants. So everybody got to know each other, honestly. We saw each other’s strengths and learned how to utilize the differences. It served as a mutual energy boost during a difficult phase. In particular, we became better at addressing the difficult discussions and more proud for having taken them. As the head of the team I became more efficient with less effort than before, and I became unneeded in many meetings.

Beth Tranberg,Director of Project Management, KMD

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THE PROGRAM FOR THE LEAP PROGRAM

The Leadership Alignment program begins with strategic dialogues between the head of the team, team members and the consultant, where we assess criteria for success and mutual expectations of the development process, taking the starting point in the main strategies. This is usually followed by three seminars where the team works to establish shared direction, alignment and commitment by means of presenta-

tions, tools, feedback, exercises and team work. Individual work is made collective and the seminar days include mutual challenge and sparring. Integrated in this, all managers work with interrelated, individual development plans (Action Learning), where team members receive personal, highly qualified and mutual feedback with the aim of helping them deliver their part of the team’s ambitions.

Individual dialogues spread over 2 days

Strategic dialogues between the head of the team, team members and the consultant

Draft for the individual Action Learning plans

Three days

Knowledge of and methods for effective management teams

Work with formulation and coordination of goals, strategy, action etc.

Establishment of Action Learning plans

Two days

Work with meeting culture conflict management and collaborative interfaces

Two days Three hours

Action Learning plans, sparring and feedback

Work to create commit-ment, personal growth and common identity

Oral summing up of experiences, evaluation and planning of future work

PREPARATION INTERIM PERIOD

SEMINAR ON THE TEAM’S DIRECTION INTERIM PERIOD

SEMINAR ON THE TEAM’S COMMITMENT

SUMMING UP AND EVALUATING

SEMINAR ON THE TEAM’S COORDINATION

DURATION

CONTENT Action Learning plans, sparringand feedback, possibly tests

SERVICES

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Target groupStrategic Team Support is targeted consultancy support for teams with extremely urgent, cross-organizational and strategically crucial tasks. The support is for a team that needs us to build accelerated develop-ment, data collection, trouble shooting, coaching and feedback at an international level into their tight schedule – without extra workshops or seminars.

EconomyDepends very much on requirements and circumstances.

The program offers the team and the organization:•ahigh-functioningteamwithminimaltimeconsumption•specialisthelponbothteamlevelandfortheindividualleaders•detailedmappingofthefoundationandstrategyoftheteamwithmini-

mal effort from the team members•possibilityofsparring/facilitationatallmeetings,bothphysicaland

virtual•continuousfeedbackfromspecialistsandfromtheentireorganization•quickadhoctroubleshootingassistancefromTheDevelopment

Consultants and network

SERVICES

STRATEGICTEAM SUPPORTGet intensive team development, data collection, feedback and support– integrated into your schedule without extra seminars.

It is my experience that the process has been tailor made espe-cially for us – only in our company could things be exactly this way. The Development Consultants have certainly managed to comprehend our organization and the challenges which we have been faced with. The consultants are flexible and acces-sible – and through the cooperation with them, I have gained much more than I expected. They realize when the individual manager needs a little extra sparring and they take the initia-tive to adjust the process so that the goals which we have set out to achieve are reached in the best possible way.

Mogens Bøgh Pedersen, Director, Arla Foods Arinco

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STRATEGIC TEAM SUPPORT COULD INCLUDE:

•Thoroughassessmentofthesituationinandaroundtheteam•Sharedworkonestablishingthestrategyforthetask•Developmentofdefinitionsofsuccessandcodeofconduct•Customizedassistancefromleadinginternationalexperts•Facilitationandsparringoftheteam’sphysicalandvirtual

meetings and seminars•Gatheringofclear,continuousstatusandfeedbackonperfor-

mance from stakeholders

•360degreereviewofstakeholders’experienceofteamskills• Individualconsultantsassignedtoeachleader•Consultant’sparticipationintheteamwithhisorherspecific

competencies•Customizedcultureseminar•Easilyaccessiblesparring,conflictresolutionandmediation

Assessment and formulation of goals Team 3600 Innovation and culture seminar

Sparring at a virtual meeting

Jan Feb March April May

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In addition to the four above concepts, we also offer the minor services below in relation to development of management teams. In the box on the right you can see The Development Consultants’ other main services.

Lecture on development of management teams•Themanagementteamasanengineinthedevelopmentofthe

organization – why and how?•Thelecturelaststwohours.

One day workshop for management teams• Introductiontokeyconceptsandtoolsrequiredforupgrading

the management team.•Theworkshopusuallylastsseventoeighthours.

Tests•TCI(TeamClimateInventory)teststheteam’scollaborativeand

innovative environment.•Severaldifferentpersonalityandteamroletests•360degreeevaluationsformanagersormanagementteams

Coaching/sparring•Strategicdialogueaboutthemanagementteam.Doesitmakesense

in my team and how? Can also be sparring for HR about organizing internal management development.

•Eachsessionlaststhreehours.

Return on investment analysis•Ourresearchunitwillestablishbenchmarksanddatacollection

in order to determine the extent to which the team has been able to make a return on its investment in developing the team.

WE ALSO OFFER

SERVICES

•Designandfacilitationofdevelopment,involve-ment and transition processes

•SparringandpracticalhelpforHRinitiatives,deadlocked organizational issues, conflict resolu-tion etc.

•Designandfacilitationofthemedworkshopsandseminars

• Individualmanagerandconsultantdevelopment(assessment, coaching, feedback etc.)

•Accreditedcoursesforconsultantsandmanagers

•Researchservices

SERVICES NOT RELATED TO MANAGEMENT TEAM DEVELOPMENT:

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A management team is often a small group. But in modern, complex and often geo-graphically dispersed organizations, the expanded management teams of 20 or more leaders and three–four organizational layers are crucial to keeping the organization coordinated. It is equally necessary to produce shared direction, alignment and com-mitment in these groups in order to meet the strategic and business goals. It requires a new way of holding meetings and often a clever use of external resources to not just end up with mutual orientation.

MYTH 5 //A MANAGEMENT TEAM CONSISTS OF FOUR-SEVEN MANAGERS

SERVICES NOT RELATED TO MANAGEMENT TEAM DEVELOPMENT:

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HEADER

Bang, H. (2008). Effektivitet i lederteam - hvad er det, og hvilke faktorer påvirker det? Tidsskrift for Norsk Psykologforening, 45(3). Short Norwegian online article that gives an overview and summarizes the main scientific research around the effectiveness of management teams. The article stresses the importance of actual team tasks, clear goals, effective forms of work, diversity utilization and reflexivity.

Katzenbach, J. R. (1998). Teams at the Top: Unleashing the Potential of Both Teams and Individual Leaders. Boston: Harvard Business School Press.Older, but very clever and convincing recipe on working with teams in top management. The main point is that top management should be a team and at the same time, not be a team and must identify the right tasks to work with and have a disciplined approach to team work.

Wagemann, R., Nunes, D., Burruss, J., & Hackman, J. (2008). SeniorLeadership Teams. Boston: Harvard Business School Press.Scientifically inspired book that convincingly argues the need formanagement teams. It then describes the work of finding the team’s pur-pose, the right members, the right structures and the necessary help.

BE INSPIRED... Trillingsgaard, A., & Albæk, K. (2011). Det møgbeskidte ledelsesteam,opgør med det naiv-harmoniske team ideal. I Tanggard & Elmholdt (red).Følelser og ledelse. Aarhus: KLIMDanish article that argues that management teams develop themselves moreefficiently by moving away from expectations of an orderly, stable and harmoni-ous management team and instead get themselves ready to deal with the dirty re-ality of many complex emotions, unclear goals, distrust, conflict and competition.

Væksthus for Ledelse (2010). Ledelse er (også) en holdsport. Fem kendetegn ved velfungerende ledelsesteam i kommuner og regioner.Short Danish brochure describing the results of a study of well-functioning, public management teams. The conclusion is that the teams are characterized by: Unconditional trust, productive diversity, uplifting interaction, strong leadership and driving ambition.

Trillingsgaard, A. (2010). Udviklingsepisoder i ledelsesteam, ErhvervsPhD-afhandling fra Center for Dialog og Organisationen, Aalborg Universitet.Aarhus: The Development Consultants A/S.Industrial PhD thesis from Aalborg University, which studies incidents wheremanagement teams break their patterns of cooperation and increase their suc-cess with their leadership tasks. The study finds that management teams evolve in spurts, where under the right conditions they break their personal habits, meeting habits, relationship depths, and/or shared mental models. The thesis develops a detailed model to support the facilitation of transformational episodes. Can be ordered from info@u-k.dk.

Drath, W., McCauley, C., Palus, C., Van Velsor, E., O’Connor, P., & McGuire, J. (2008). Direction, Alignment, Commitment: Toward a More Integrative Ontology of Leadership. The Leadership Quarterly, 19 (6), 635-653.Theoretical, scientific article that argues for an understanding of leadership as a product of direction, coordination, and commitment – rather than simply under-standing leadership as a person, role or function.

Read about the literature that can teach you more about management teams.

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We are currently underway with several new publications about management teams and our other core competencies. You can follow this on our website or subscribe to our newsletter at www.udviklingskonsulenterne.dk.

If you have any queries or if you would like to know more, you are very welcome to call or write us.

PUBLISHERThe Development Consultants

VERSIONSThe brochure has been published in a printed version in Danish and English and it can be downloaded at www.udviklingskonsulenterne.dk

TEXT & LAYOUT Publico - www.publico.dk INEO Designlab - www.ineo.dk

PHOTOSChristian Ginnerup: Page 3, 10, 15, 25David Bering: Page 2, 6, 28

CONTACTUdviklingskonsulenterne Silkeborgvej 781 DK - 8220 BrabrandPhone:+4586261366 Email: info@u-k.dk

THE DEVELOPMENT CONSULTANTS– INNER STRENGTH, OUTER RESULTS

UDVIKLINGSKONSULENTERNE.DK

The Development Consultants or in Danish, Udviklingskonsulenterne, is a management develop-ment consultancy based in Aarhus, but involved in many national and international projects. We design and facilitate development processes for both large and smaller companies – and the people in them. Our core competency is to combine:•Strategyandbusinessdevelopment•Managementandorganizationaldevelopment•Developmentofteamsandcollaborativerelationships•Personalgrowth

We are the leading provider of management team training in Denmark. Organizations that we have helped include:•Private:ArlaFoods,Danisco,KMD,Logica,TDC,LEGO,Danfoss,HK,TermaAffecto,Platon•Public:DanishParliament,AarhusMunicipality,CentralDenmarkRegion,ATP,AarhusWater,

GEUS, Amager forbrænding, University of Aarhus, Herning Municipality

We custom design development programs for management teams, but also offer four standar-dized programs, which are presented in this brochure: Clean Start, Boost Seminar, Leadership Alignment Program and Strategic Team Support.

For more information on the development of management teams, please contact:

Udviklingskonsulenterne A/S Silkeborgvej 781 DK - 8220 Brabrand

Phone: +45 86261366 Email: info@u-k.dk