A leadership practice I used with great success was building a core team comprised of 1 expert from each key area impacted. This team was the group I would take my ideas and plans to first – to get feedback on whether something would work, if the timing needed to be changed, or if a proposed idea would even work.
This group was built of key folks outside of my leadership team and across the organization. I kept this group small, made up of members with the most knowledge and those who would be most impacted. It was not unusual for me to have one core team for operations and one for any change initiative I was building.
This served 2 purposes:
- This small group knew their areas and could inform me of issues or opportunities I hadn’t considered
- This group was informed and ready to serve as change agents when it came time to implement or move to the next stage
This resulted in a positive spider web effect – I always maintained the vision – but now I always had folks who could communicate the vision and address problems on the front line.
It worked well and for me and could be something for you to consider.
