Episode 169 | Unlock the hidden intelligence in your leadership team | Rob Pyne

How should a leadership team within an organisation different to other teams? What makes a great leadership team? And what common traps do they fall into that stifle their performance?

My guest in this episode author Rob Pyne. Rob is the author of a book called Unlock: Leveraging the hidden intelligence in your leadership team. And in it, he asserts that there are three types of smarts an effective leadership team needs.

What are those three intelligences? How do they help senior teams lead? And how can we develop them in our leadership teams? He’s here to tell us all about it.


Lessons Learned

Three intelligences in leadership

Rob Pyne is very clear about what a leadership team needs to be successful. I totally bought into his theory about the three intelligences.  And I love his approach to helping teams develop. And his three nuggets, to help you remember these important ideas as you help develop your leadership teams:

EQ:  Align on why this team exists so everyone has a shared understanding.

IQ: Stretch your thinking. Go deeper, wider and further ahead.

Practical Intelligence: Make sure you turn your plans into practical road maps that show the sequence of priorities over time.

Leadership mistakes managers make

Leadership teams should turn up for meetings feeling positive and prepared. But they don’t. Just 20% of executives rate their leadership team as ‘high performing’.

‘Leadership teams tend towards mediocrity or mayhem if you don’t pay close attention to facilitating team growth’

Three types of intelligence are not just the properties of the leadership team’s individual members. They are building blocks are forms of collective intelligence where the whole  is greater than the sum of its parts.

Problem with senior leadership teams

Lack of humility not a barrier to promotion in many organisations that value individual performance.

Too hungry for outcomes in their own department. Managers are often focussed on getting promoted and protecting their territory. 

Mixed messages across organisations.  I.E. “We value teamwork but we want you to do more with less.”

Leadership teams are different from management teams

‘Leadership teams take a whole-of-business perspective to set the direction, build the culture and drive performance’ ‘Management teams, on the other hand, are focussed on managing people and tasks to deliver on the leadership’s strategy’




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