Partnering to solve team problems

The CEO of a $5 billion pharmaceutical company was at wit’s end trying to keep peace on his Strategic Leadership Committee. Team meetings were riddled with strife, endless debates and disagreements, and stalemated decision making that rivaled Security Council sessions at the U.N. Not surprisingly, the conflict bubbled over to the rest of the organization. Talent, high energy, and a track record of individual achievement were not the issues. This top team needed outside help and, frankly, so did its leader, to move beyond destructive behavior to a higher level of team performance.