Brief 

Discover how new leaders, like Nordea’s Sara Mella, face the challenge of integrating existing teams, and the benefits of a formalized approach in ensuring fairness and eliminating biases in team evaluations.

 

Insight

Stepping into leadership roles often brings with it the task of managing pre-existing teams with their own established dynamics. This challenge was prominently faced by Sara Mella, the head of personal banking at Nordea, as she attempted to unify a team of senior bankers. The competitive nature of the banking sector can sometimes foster individualism over teamwork, making such transitions even more intricate.

This situation isn’t unique to Mella but is a common challenge many new CEOs and executives face. Inheriting a team often necessitates a rigorous assessment to understand members’ fit for future roles and their performance in current responsibilities. Adel Al Saleh, CEO of T-Systems, emphasises the importance of understanding team strengths and weaknesses.

While such evaluations might seem like common practice, formalising the process can ensure fairness, transparency, and thoroughness. Nokia, for example, has implemented such a structured approach which is beneficial in eliminating biases.When deliberating on team replacements, there are four key considerations to keep in mind:

  1. Incompetence: Recognising those who lack the skills or potential necessary for the company’s future direction.
  2. Signalling Change: Replacements can serve as an indication of change within a company, as demonstrated by Thierry Delaporte at Wipro, aiming for increased diversity.
  3. Disruptive High Performers: While high performers are valuable, those misaligned with the company’s ethos can disrupt harmony.
  4. Personality Misfits: Trust among leadership teams is paramount. Any personality clashes hindering this trust may necessitate replacements.

A careful approach is essential when determining the pace of these replacements. Immediate action is necessary for toxic individuals, but a comprehensive evaluation, lasting six months to a year, is advised for others. As leaders strive to build resilient and dynamic teams, it’s crucial to distinguish between yes-men and those offering constructive feedback.

Effective leadership goes beyond just business management; it’s about managing individuals and their unique contributions.

 

Highlight

  1. This situation isn’t unique to Mella but is a common challenge many new CEOs and executives face. Inheriting a team often necessitates a rigorous assessment to understand members’ fit for future roles and their performance in current responsibilities.
  2. While such evaluations might seem like common practice, formalising the process can ensure fairness, transparency, and thoroughness.
  3. Immediate action is necessary for toxic individuals, but a comprehensive evaluation, lasting six months to a year, is advised for others.

 

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