Truths
Setser Group helps leaders, teams, and organizations build strong teams. We have found that a better world is not designed by the expertise of the few, but rather through the collective intelligence of a team that is equipped with common goals. That is our team, and here’s the model we use to build other strong teams.
Tools
Robert Kegan and Lisa Lahey coined the term “deliberately developmental organizations” in their 2016 book, An Everyone Culture. Kagan and Lahey ask the question:

What if a company recognized gaps are expected and did everything in its power to create a culture in which everyone could overcome their own internal barriers to change and use errors and vulnerabilities as prime opportunities for personal and company growth?

Several of the authors’ tenets stand out for us. Here are a few.
In 7 Strategies for Better Group Decision-Making — Harvard Business Review’s Torben Emmerling and Duncan Rooders provide an excellent roadmap for group decision-making. 

  1. Keep the group small when you need to make an important decision. 
  2. Choose a heterogenous group over a homogenous one.
  3. Appoint a strategic dissenter (or even two).
  4. Collect opinions independently. 
  5. Provide a safe space to speak up. 
  6. Don’t over-rely on experts. 
  7. Share collective responsibility.
Triumphs
Leaders who love their organization develop a succession plan for their eventual or possible unexpected departure. Succession planning is indicative of a strong team. The organization’s work is about the vision and mission, not the individual, and the work must continue. An organization without a succession plan is like a family without a will—by the end of the second day, everyone finds themselves in an Agatha Christie novel. 

A succession plan includes, but is not limited to, the most senior leaders. Organizations should develop a pipeline of talent, create programs to increase exposure to different areas of the organization, pair with mentors for skill development, and monitor their leadership bench.
IBM is a case study in successful succession planning. Virginia Rometty took the helm in 2012. The company’s professional development systems allowed her to succeed based on merit and become IBM’s first female CEO. Rometty was immersed in the company’s culture, starting as a systems engineer and then climbing the ranks to eventually senior vice president and then CEO. She gave accolades to the company’s mature and integrated talent management planning.
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