In a well-functioning management group, the task in hand is clear, goals explicit and able to be followed up. The management is inspiring, each member understands his/her mandate, and the group has a well-functioning process for working together. Everyone knows each other well, and each person is committed to acting for everyone’s benefit and as a representative of his/her own part. There is a sense of trust in each other’s competence, and everyone both contributes and takes responsibility for each other’s successes.
Management group challenges
Some of the challenges faced by a management group can be summarised in the following three main points:
- Creating internal efficiency in the group. To be able to take genuine advantage of each other’s competence, similarities and differences in a constructive way. This is about developing a culture focused on results and cooperation, communication and collective learning. A management group’s efficiency is, in our view, directly connected to the group’s relational capital – the members’ belief in each other, their ability to relate to each other, to be interested in and work towards each other’s success.
- Creating organisational efficiency. To remove obstacles and create conditions to perform. To minimise sub-optimisation and extract the full potential from the organisation – to utilise individual competence for organisational efficiency. To create both a culture and structure that support the efficient use of resources by the operative business. This requires an ability to assess the motivations of others, create the incentive for continuous development, and shape the organisation and work duties so that employees can grow in line with their work duties.
- Developing strategic capacity. To ensure that the management group are in line with expectations and changes in the world around. To be able to adapt the business, and balance the individual and highest legitimate demands placed on the business by different interested parties.
Management groups differ and have different needs
Standards today are high. Both when it comes to developing the group’s internal relational capacity and developing the business and its strategy. A management group can need external help for both these dimensions. Our basis is the management group’s actual situation, challenges and dilemmas rather than theoretical constructions and ‘tests’ which are unconnected to the management group’s actual situation. In this way, we always work with both the ‘task’ and ‘relations’, even if the emphasis may vary. There are also a number of structural differences.
What do differences in the following areas, for example, mean for the conditions of running effective managerial work for the benefit of the whole organisation:
- A management group with 10-15 members compared to one with 5-6 members?
- A management group which is newly formed (where new relationships need to develop) compared to one where members have known each other for a long time (where perhaps deep-rooted patterns may need to be identified and challenged)?
- A management group for a small national company compared to one belonging to a major global company, where there are many cultural differences within the group?
- A management group where all members are close at hand and can regularly meet compared to a global complex management group where meetings take place to a greater extent virtually?
- A management group for a company in its start-up phase, growth phase, hiving off or merger situation?
- A management group for a politically-run activity – compared to one that is run by relatively anonymous owners on the stock exchange – compared to a management group within a family-run company?
There are many reasons as to why management group development needs to be tailored to the management group in question and its current situation.
Effects of management group development
You can expect to achieve the following results and positive effects as a result of MiL Institute’s contributions:
- Increased joint accountability for managing the strategic challenges.
- Increased ability to carry out strategic dialogues.
- Increased understanding of each other’s business and of the big picture.
- Increased efficiency in decision making and a clearer division of responsibilities.
- Improved cooperation and greater job satisfaction.
- Increased openness, trust and involvement.
