Sheppard Moscow promotes top team progress with the CRF

Sheppard Moscow is to sponsor a major autumn event on senior executive teams. Led by Professor Jonathan Gosling of Exeter University, a co-founder with Henry Mintzberg of the International Masters in Practising Management, it will look at the rapidly expanding area of top team development.

'It used to be the case that personal and collective development stopped when you reached a senior level,' says Steve Bridge, partner at Sheppard Moscow. 'Now, individuals in top teams recognise the need for development. There is much more executive coaching, and opportunities for learning don't stop.'

He adds: 'The consequences of top teams not working are far greater than for teams lower down. The impact is much more visible.'

The event, Developing Teams and Individuals at the Top, will take place on 11 October. It is hosted by the Corporate Research Forum for its corporate membership base, which includes 30 of the FTSE100 companies, as well as leading private and non-profit organisations. Professor Gosling will address the core learning needs of top teams. He will also discuss some sensitive challenges, such as envy from other levels of management, demonstrating business value from the work, and the role of the internal HR function in relation to external coaches and consultants.

In a pioneering arrangement, Sheppard Moscow will sponsor the event, expanding awareness, networking and knowledge-sharing opportunities among two of the UK's leading agencies in the field of team and organisational development.

Steve Bridge emphasises how the event provides the opportunity both to showcase the pioneering work that Sheppard Moscow does, and for himself and colleagues to learn from others. 'What I'm hoping for is more insight into what the real challenges and opportunities are for top teams at the moment - trying to draw out the consistencies and common themes. We only work with some top teams; is this the dynamic, or just that of the businesses we work with?'

One key issue for those at the top is the real sense of loneliness that one can experience. The rise of coaching has in large part occurred as individuals seek someone to confide in, in a way that is often not possible with the Chairman or with a deputy.

Many teams have undergone radical change. With globalisation, the development of 'lean' organisational structures and improvements in communications technology, many organisations have restructured, ending the traditional hierarchy and departments. People are often working in teams and networks across departments and across continents.

Yet leadership and communications skills development have not always kept pace with these changes. 'Often, people bemoan the lack of communication once they have restructured, rather than plan "How do we collaborate cross-functionally?",' says Steve. 'The easiest thing to do is redraw the structure; the hardest thing is to make it work.'

Another common problem is that people consider themselves a 'team', when in reality they doing no more than representing their sectoral interests at a certain forum. There is no point in engaging in a team development exercise unless there really is a joint enterprise, with a joint vision and targets for that team. An example where this is likely to be the case is a change programme.

The emphasis on appropriate team development fits with Sheppard Moscow's unique approach: 'Our philosophy is that it's effective relationships that make effective organisations,' says Steve Bridge. 'As organisations become more complex, and operate across many time zones, the connections between functions become just as important as within them.'

For more information regarding the Corporate Research Forum please visit:
www.crforum.co.uk

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