Executive Team Development – MiL Institute
ledningsgruppsutveckling utifrån det specifika behovet och utgår från ledningsgruppens uppdrag och agenda.

Executive Team Development

All executive teams are unique. We therefore always tailor make executive team development based on the specific need and ambition. In our experience a good starting point is the team's mission and agenda. And, the executive team is best developed by working on topics from their reality.

Development opportunities

Internal efficiency within the team

We believe that the efficiency of an executive team is directly linked to the team's relational capacity – members' trust in each other, their ability to relate to one another, being interested in, and working for each other's success. To genuinely build from each other's competencies, similarities, and differences in a constructive manner. It's about developing a culture of result-focus and collaboration, communication, and mutual learning.

Organizational efficiency

Creating conditions for high performance include establishing a culture and structures that support the efficient use of resources as well as removing obstacles. It is about identifying and minimizing sub-optimization to realize the full potential of the organization, leveraging individual competencies towards organizational efficiency.

Strategic capacity

The executive team is required to constantly keep an eye on changes in the external environment and keep pace with stakeholders’ expectations. Interdependently adapt the business with balancing often conflicting demands of various stakeholders. To look towards the future using the strengths of the organisation.

Principles for Management Team Development

We operate with a few foundational principles when working on management team development:

  • Reality is the best developer: Management teams develop most when they work with their real tasks. It's through work that we get to know each other, discover each other's abilities and competencies, and create conditions for better collaboration. As consultants our role is to establish a process where the group's agenda is approached more consciously and reflectively. It's in this process that the team builds trust and increase their ability to effectively fulfill their mission. We offer support, challenge, and feedback.
  • Management team as a system: Management teams function as a management system. In working with one team, other management teams need to be integrated, even if it's indirectly. It's all about communication, creating a shared culture, and a unified view of the operations and its challenges.
  • Team leader responsibility: The head of the management team has the main accountability . As consultants, we support the leader in developing their team.

Our way of working

Our work with management team development is typically initiated by the manager and the HR responsible. The first step is discussing the current situations, and at times also conducting an assessment. Based on the outcome, a tailored approach is developed in close collaboration with the manager.

Components might include interviews or three party talks, coaching the responsible leader, and observation of regular management team meetings. The primary focus is often to contribute to the quality of the management team's regular work. It can be through "just-in-time" interventions or designing and conducting specific development sessions around important themes or issues. These development sessions can be integrated with regular management team meetings or be scheduled as separate development sessions. Sometimes we also conduct a survey to follow up on progress and impact.


How can we best approach the challenges in front of us?


Helena Nilsson, Senior organizational consultant


Helena Nilsson – MiL Institute