How leadership teams can face and fix their “undiscussable” dysfunctions

How leadership teams can face and fix their “undiscussable” dysfunctions Interview How leadership teams can face and fix their “undiscussable” dysfunctions John Sterling n their 1994 landmark book on corporate strategy, Built to Last,[1] Jim Collins and Jerry Porras emphasized that the cultural success factor that distinguished high performing companies from their underperforming peers was operating according to a shared “Core Ideology” and a set of “Core Values.” In his follow-up book in 2001, Good to Great,[2] Collins demonstrated how understanding those core values, authentically living up to them and challenging others to do so contributed to competitive advantage. Fundamentally, strategic success depends on leadership embracing values such as honesty, humility, empathy and inclusivity and ensuring those values are lived, especially when leadership teams are making strategic decisions. But in many corporate settings, leadership team dysfunctionality can undercut the process of applying a core ideology and core values to decision making. To address this, Professors Ginka Toegel and Jean-Louis Barsoux at the International Institute for Management Development (IMD) have identified four categories of “undiscussables,” toxic team and leadership behaviors that subvert the performance of leadership teams. In their recent Sloan Management Review article “It’s Time to Tackle Your Team’s Undiscussables” they prescribe a number of assessment, coaching and team http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Strategy & Leadership Emerald Publishing

How leadership teams can face and fix their “undiscussable” dysfunctions

Strategy & Leadership, Volume 48 (1): 9 – Nov 27, 2019

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
1087-8572
DOI
10.1108/SL-10-2019-0160
Publisher site
See Article on Publisher Site

Abstract

Interview How leadership teams can face and fix their “undiscussable” dysfunctions John Sterling n their 1994 landmark book on corporate strategy, Built to Last,[1] Jim Collins and Jerry Porras emphasized that the cultural success factor that distinguished high performing companies from their underperforming peers was operating according to a shared “Core Ideology” and a set of “Core Values.” In his follow-up book in 2001, Good to Great,[2] Collins demonstrated how understanding those core values, authentically living up to them and challenging others to do so contributed to competitive advantage. Fundamentally, strategic success depends on leadership embracing values such as honesty, humility, empathy and inclusivity and ensuring those values are lived, especially when leadership teams are making strategic decisions. But in many corporate settings, leadership team dysfunctionality can undercut the process of applying a core ideology and core values to decision making. To address this, Professors Ginka Toegel and Jean-Louis Barsoux at the International Institute for Management Development (IMD) have identified four categories of “undiscussables,” toxic team and leadership behaviors that subvert the performance of leadership teams. In their recent Sloan Management Review article “It’s Time to Tackle Your Team’s Undiscussables” they prescribe a number of assessment, coaching and team

Journal

Strategy & LeadershipEmerald Publishing

Published: Nov 27, 2019

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