Welcome to our first newsletter of 2024. At Fire&Shield we like dreams, small and big. But how do we turn our dreams into reality? By investing in a strong team.
That’s why this newsletter contains imporantant insights about leadership silos, a theoretical deep dive into the structures of teamwork with professor Mark De Rond, and examines a compelling case study from MAN Energy Solutions.
Why? In order to uncover valuable lessons on working together as a team. Because when the team works, the dream works.
Moving From a Team of Leaders to a Leadership Team
Leadership Tip #1: Bridging the Silos Starts at the Top
One of the primary obstacles to achieving synergy within a leadership team is the silos in an organization. Like chapters in a book, they can be separated – the key is to figure out how to create a cohesive narrative throughout. Departments and teams working in isolation can hinder the flow of information, collaboration, and, ultimately, innovation.
The silos are made stronger by a weak narrative. When the teams and departments can’t answer a shared “why”. When everyone is working towards a different goal.
It all starts with bridging the silos from the top down. Leaders must take the initiative to foster an environment where cross-functional collaboration is not only encouraged, but actively supported. Developing your management team from a team of leaders to a true leadership team is at great way to kick-off the process. How to do that?
Here are some simple steps to bridging silos in your management team:
- Define shared purpose: Invest time in understanding why we’re working together and communicate this purpose clearly.
- Address challenges promptly: Proactively tackle issues in team dynamics to prevent negative impacts.
- Foster understanding: Encourage management team members to share values and find common ground.
- Commit to teamwork: Prioritize the team’s needs over individual interests to build a strong dynamic.
By bridging silos, you become mindful of the often-overlooked dynamics within any management teams. If you succeed in elevating your common leadership you will have more tangible ways to reach your goals, KPIs and that new big project – because you have a solid foundation of a strong team to build upon.
This is one of our areas of expertise – are you curious and want to learn more? Take a look at our workshop on this topic here:
Case Study: Man Energy Solutions
This case study is a great story on how the Danish division of a global company became frontrunners in decarbonization and modernized their work culture, by changing the dynamic within their team. They created a common purpose that everyone could see themselves in, and thereby inspired change throughout the entire company.
During our research for our book on Nomadic Leadership (DK: Nomadeledelse) we had the opportunity to do an in-depth interview CEO Bjarne Foldager and Head of HR Katrine Brusgaard Haldne from MAN Energy Solutions’ Danish division about the ongoing cultural change they were in charge of at their company.
The problem: Global economic challenges, looming layoffs and a management team with different storylines, making it hard to work towards a shared goal. How did Foldager, Haldne and the rest of the Danish Management Team deal with this?
The FIRE: By creating a common change that everyone could unite around with an underlying message of “we mean it”, and being willing to tackle tough, potentially unpopular ways of working. How? They called it Tone From the Top and it changed everything. By fostering open dialogue and crafting a compelling vision, they forged a collective narrative, anchoring it with an attainable goal that resonated with all stakeholders. This ignited innovation and experimentation, nurturing a culture of creativity and adaptability, empowering employees to embrace change proactively.
The SHIELD: Meticulous communication, transparent leadership and the development of a strong, trusting leadership community. The implementation strategy became the SHIELD, crafted to protect the organization during the transition. Leaders communicated transparently, and together they created a solid foundation to build a strong team upon. This created a higher level of psychological safety which meant that there was room to speak up about the positives and the negatives.
Balancing FIRE & SHIELD: They invested in continuous learning and development opportunities, equipping employees with the knowledge and skills needed to thrive in the evolving landscape. We were very honoured to be a part of this journey with them and created several workshops for the entire leadership community. This not only enhanced individual capabilities but also cultivated a culture of collaboration and knowledge sharing.
Reflecting on the journey, Foldager and Haldne emphasize the importance of courage in making unpopular decisions, staying ahead of societal changes, prioritizing effective communication, and trusting the process even when outcomes are uncertain. But the most important thing, in their opinion, was the strong leadership team that made the vision become reality. The communication across different departments, the ability to help each other out and learn from each other’s experiences – that sets this experience apart and was the real driving force behind the success.
Leadership Tip #2
What are the cornerstones of a great team? We are very inspired by Mark De Rond from Cambridge University who studies team behaviour. Some of his key points about the inner workings of a team are:
• Teams Are a Double-edged Sword
While they enhance performance and camaraderie, unchecked virtues like clarity and confidence can get out of hand. It’s crucial to strike a balance where everyone contributes while managing egos and shortcomings.
• Success Isn’t Replicable
Individual success doesn’t always translate to team success. Whether in sports or business, stars often struggle to replicate their achievements with new teams. Understanding the impact of teamwork is vital for leaders to foster synergy and collaboration across teams.
• Constant Vulnerability
Teams are inherently vulnerable, facing disruptions like personnel changes or project pressures. Maintaining peace and productivity amidst flux demands continuous effort and adaptability from leaders and team members alike.
• Balancing Competence and Behaviour
Leaders may face the dilemma of prioritizing social skills over expertise when fostering teamwork. The best performers may not always be the best collaborators, necessitating careful consideration in team composition and development.
In essence, leaders must prioritize team cohesion over individual prowess, recognizing that the best-performing teams require constant attention, fostering an environment of psychological safety and constructive tension for continual progress.
Do you have a dream of implementing this in your team, but need help? Check out what a suggested program could look like here:
Dreams Do Come True: New Book in 2024!
Help!
We value your oppinion and hope you will help us with some market research. One of our big dreams is to translate our books into english – but is it worth the effort, money and time? Or are we better off dreaming in a different direction?
Best wishes,
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DA