Prime minister Boris Johnson has assembled his cabinet with a clear focus on how the UK will exit the European Union. While we aren’t privy to knowing all the strengths and weaknesses in the team, we assume they have been chosen because Johnson believes that collectively they are the group of people with the right mix of skills to make the most impact on the task at hand.
Although nothing is certain in the world of politics, in 12 months’ time the cabinet’s priorities are likely to be very different and the balance of capabilities within the team will need to be addressed. In that respect, Johnson’s challenge is no different from today’s business leaders: to build high-performing cohesive leadership teams that align with the organisation’s overarching mission but which are also able to respond to the changing needs of the business.
One of the ways of achieving this is to focus on creating diversity of impact. While diversity in the workforce is – and should – be about equity in terms of opportunity and having a broad range of views and experience, it is also about having the right people and skills in place to make sure everyone can make a contribution and deliver the optimum impact as a team.
This relies on leaders having a proper understanding of not only team members’ individual skills and proclivities but also their personalities and expertise.
The Rialto future-focused leadership programme provides leaders with the tools and insight to build more inclusive high-performing leadership teams that can make a collective impact and deliver lasting results. It may be that the needs of the business require a team to be focused on transformation but within a year this might switch to innovation or even a more business-as-usual approach.
We can help to identify what type of leadership team is needed while our assessment tools lead to individuals better understanding the contribution they can make. There are five core types of leadership teams we focus on:
We review objectives and assess what skills are needed to achieve them and look at the team, their dynamics and the impact they can collectively make. This could, for instance, mean identifying who the game-changers are and how they need to be supported by the other team members to bring about transformation. If individuals fully understand how and where they can make the greatest impact, a top team can realise their goals and objectives far more rapidly.
Harnessing the power of diversity of impact can be a key differentiator in business today.
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