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 * 3 Steps to Elevate Your Executive Team to the Next Level
   
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ATD Blog


3 STEPS TO ELEVATE YOUR EXECUTIVE TEAM TO THE NEXT LEVEL

By Amy P. Kelly , Ryan Gottfredson
Wednesday, May 10, 2023
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“In order for us to reach our goals, our executive team needs to operate at a
higher level.”

As leadership development consultants and executive coaches working with leaders
worldwide, we commonly speak with executives about the development goals they
have for their teams. These conversations generally start with statements like
the one above and quickly follow with the leader’s concerns about what’s holding
the organization back from reaching the next level of performance.

The most common concerns are:


 * My team comes to me to solve their problems. They do not work things out
   independently.
 * My team manages in silos. They do not collaborate well cross-functionally.
 * My team members worry about individual results. I want them to think about
   the total enterprise more strategically.
 * My team is too involved in doing the work when I want them to lead their team
   and facilitate success.

To elevate our teams to perform at a higher level, we need to go below the
“thinking level.”




IT STARTS WITH MINDSETS

A team’s performance is a result of individual members’ behaviors. Their
behaviors are driven by their thinking. And their thinking is driven by their
mindsets.

Commonly, when leaders try to improve their team’s performance, they tend to
focus on improving the behaviors and skills of the group without addressing the
underlying factors driving their behaviors.



As consultants and coaches, we get to help reframe the development challenge and
share an opportunity for the improved effectiveness they seek.

The secret to resolving the concerns above and elevating a team is to help
leaders reach the mindset level. As leaders’ mindsets improve, the dominos of
improvement start to fall: improved thinking, improved behaviors, and improved
performance, and these improvements trickle down to the team.

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There are three steps to begin the development process.

STEP 1: Acknowledge the role of mindsets in performance.
Many leaders continue to look at behavior and work to elevate performance by
telling their teams to stop doing what they don’t want to see and start doing
what they want to see. This misses the opportunity to address the root cause of
behaviors.

By acknowledging the role of mindsets in performance, leaders can pursue a new
way to support and develop themselves and their teams. Most programs focus on
horizontal development, which focus on improving skills and knowledge.
Horizontal development does not address mindsets, so it leaves executives and
their teams wondering why they struggle to reach “the next level.” Lasting
effectiveness is not as simple as telling someone to stop doing something or
start doing something else. Our mindsets and thinking are what drive behavior;
that must be the starting point for the lasting elevation of performance.

When leaders acknowledge the role of mindsets in driving improved performance,
it opens the door to pursuing vertical development. Vertical development is
defined as elevating leaders’ abilities to make meaning in more cognitively and
emotionally sophisticated ways. To begin this process, we must start by
assessing leaders’ and teams’ mindsets.

STEP 2: Create awareness by assessing leaders’ and teams’ mindsets.
After we acknowledge the importance of mindsets, we assess the leader’s and
team's mindsets. This helps establish a baseline and provides direction on the
mindset shifts needed to think and operate at a higher level.

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There are many assessments to evaluate mindsets. The ones we use in our work are
a vertical development assessment and a mindsets assessment. These offer the
opportunity to understand the baseline mindsets affecting thinking and behavior.

To understand how to improve mindsets, we must recognize that (1) our mindsets
are neural connections, (2) neural connections are a lot like muscles; the more
we use them the stronger they become. Thus, if we want our teams to elevate
their mindsets, we must help them regularly exercise their positive mindset
neural connections. Research reveals that this can be done in as little as five
minutes a day on a consistent basis.

STEP 3: Build a development plan.
Once the role of mindsets is defined and mindsets are evaluated, we can help
identify the areas where mindsets may affect leadership and performance
effectiveness. This information helps create a development plan to build new
neurological connections in support of more productive mindsets.

These plans consist of working independently on targeted mindset development
activities three to four times per week for about 10-20 minutes each training
session. The plan may include reading books and articles, watching videos,
listening to podcasts, and engaging in discussion, meditation, and journaling,
all focused on elevating mindsets. These activities allow leaders to develop new
pathways in their brains to support mindsets that facilitate success.

The next time you receive a request to help take an executive team to the next
level, you can share the pyramid structure from this article and ask to look
more closely at the team’s mindsets. As you redirect the focus to mindsets and
assess the current state, work with the executive team members to improve at the
most foundational levels. As the foundation improves, so will all other elements
above it. Stated simply, if you want to take your executive team to the next
level, you must focus on mindsets.

If you would like to learn more about supporting executives in their
development, please join us at our session at the ATD Conference in San Diego on
May 21. You can register at here.



About the Author
Amy P. Kelly

Amy P. Kelly is president and chief learning officer of the Amy P. Kelly
Companies. Her work combines her belief in people with a passion for achieving
business results through strategic Human Resources and Development Programs. Amy
is an experienced HR and Learning and Development Executive who has built
award-winning employment brands, corporate universities, leadership development
programs, and organizational well-being strategies. She is a Certified
High-Performance Consultant, Master Trainer, and Executive Coach who works with
executives to develop exceptional talent and cultures that win in the
marketspace while having fun achieving superior results.

Amy is a graduate of the Leadership Coaching for Organizational Well-Being
Program at George Mason University’s Center for the Advancement of Well-Being
and brings her work in Human Resources, Learning and Development, Business
Development, and Coaching to provide powerful leadership development and
consulting programs that help people grow their careers and organizations. Amy’s
programs push leaders and teams to get productively uncomfortable in order to
best position themselves to thrive in the continuous change that leadership and
business success demands. Amy designs and delivers Leadership Wellness,
Emotional Intelligence, and Women's Leadership Programs for companies and
universities. Amy is the co-creator of the "Leading Well Program" to help
leaders operate at their highest capacity by integrating strategic leadership
fundamentals with personal well-being practices and emotional intelligence
competencies.

Amy is a Global Facilitator for ATD in the areas of consulting, training, change
management, and human performance improvement. She holds multiple certifications
from ATD programs including:

Human Performance Improvement
Master Performance Consultant
Change Management
Creating Leadership Development Programs

Amy is the lead consultant, speaker, and trainer for The Jon Gordon Companies
and co-author of The Energy Bus Field Guide, a roadmap to fueling your life,
work, and team with positive energy. She is a Gallup Strengths Trained Coach and
certified in the full suite of Wiley Communication, Leadership, and Agile EQ
products.

You can find Amy believing in people and partnering to build great leaders,
teams, and organizations in all aspects of life, whether it is at home with her
husband and four children, in her community, or in businesses globally. It is
her passion to believe in people and work alongside them to drive performance at
the highest levels possible.

About the Author
Ryan Gottfredson

Ryan Gottfredson, PhD, is a mental success coach and cutting-edge leadership
consultant, author, trainer, and researcher. He helps improve organizations,
leaders, teams, and employees by improving their mindsets. Gottfredson is
currently a leadership and management professor at the Mihaylo College of
Business and Economics at California State University-Fullerton (CSUF). He holds
a doctorate in organizational behavior and human resources from Indiana
University, and a BA from Brigham Young University.

Gottfredson is author of Success Mindsets: The Key to Unlocking Greater Success
in Your Life, Work, & Leadership. He also works with organizations to develop
their leaders and improve their culture (collective mindsets). He has worked
with top leadership teams at CVS Health (top 130 leaders), Deutsche Telekom
(500+ of their top 2,000 leaders), and dozens of other organizations.

As a respected authority and researcher on topics related to leadership,
management, and organizational behavior, Gottfredson has published more than 15
articles across a variety of journals, including: Journal of Management, Journal
of Organizational Behavior, Business Horizons, Journal of Leadership and
Organizational Studies, and Journal of Leadership Studies. His research has been
cited more than 2,000 times since 2014.


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