We often tend to think that improving a company\u2019s\u2014or an organization\u2019s\u2014operational performance means identifying the root causes of underperformance and launching action plans. This approach, while widespread, takes a lot of time and energy. Yet the results on performance metrics are often disappointing. There are improvements, yes, but rarely any significant change. <\/p>\n\n
So why doesn\u2019t it work as expected?<\/p>\n\n
The answer lies partly in an idea that is too often overlooked: when we talk about operational performance, two essential elements are often left aside: the organization\u2019s performance<\/strong> and that of its Executive Committee<\/strong> (Comit\u00e9 de Direction). In this article, I want to focus on a fundamental but often ignored topic: the Executive Committee\u2019s performance, which is nevertheless crucial for the entire company. <\/p>\n\n A company\u2019s performance is closely tied to that of its Executive Committee. Yet many leaders miss this reality. <\/p>\n\n But what does Executive Committee performance actually mean in practice? You can look at the organization\u2019s or company\u2019s financial and operational KPIs, on which the Executive Committee\u2019s performance has indirect effects\u2014but you can also look at much simpler elements such as: <\/p>\n\n These elements, while simple, have a considerable impact on the company\u2019s operational performance.<\/p>\n\n Despite the obvious importance of Executive Committee performance, why don\u2019t leaders always take the time to work on how they operate?<\/p>\n\n One possible answer lies in leaders\u2019 reluctance to look at their own team performance. It requires stepping back, assessing their impact on the organization, adopting new ways of showing up, and working on topics that may seem non-priorities. This process takes time, personal investment, and above all a willingness to change\u2014not only for themselves but for the whole team. <\/p>\n\n Change, yes\u2014but it has to be fast and happen to others!<\/p>\n\n The first step for an Executive Committee that wants to improve its performance is to recognize that this work needs to be done and to accept dedicating time to it. A question I like to ask the executive teams I support is: “What kind of team do you want to be? A steering committee or an executive team?”<\/strong> <\/p>\n\n This distinction is fundamental. In the first case, members sit as representatives of their respective teams, each reporting information from their silo. In the second case, they see themselves as a full executive team, aware of the organization\u2019s overall challenges. Moving from “I report from my silo”<\/strong> to “I lead from the Executive Committee”<\/strong> is a radical shift in posture. <\/p>\n\n Another key indicator is how Executive Committee members talk about their team. When a leader starts saying “my team” to refer to the Executive Committee rather than their own department, it\u2019s a sign the dynamic has changed. It means they have moved beyond silos\u2014a classic source of underperformance\u2014and become a truly unified team aligned around shared challenges. This is stage 3 of the high-performing team described by V. Lenhardt (**). <\/p>\n\n The Executive Committee\u2019s posture is complex and requires tailored support, adapted to the culture, the challenges, and the people who make up the team.<\/p>\n\n But it works! I\u2019ve had the opportunity to experience this transformation both as a member of an executive committee for several years and as a coach supporting the performance of many Executive Committees. <\/p>\n\n One of the keys to success: a leader and team who are motivated and mobilized around a coach who listens, can challenge the status quo, and involves the team in building its own action plan.<\/p>\n\n It often starts by clarifying the team\u2019s identity: what are its values, its purpose? What is its ambition? Its missions? How does this team fit within the organization? <\/p>\n\n Beyond that, it requires working on the quality of relationships within the group, cohesion, and each person\u2019s place in the team. Each member must have a known and recognized place, which strengthens the group\u2019s solidity and its ability to act together. <\/p>\n\n By strengthening an Executive Committee\u2019s performance, you lay the foundations for a higher-performing organization. Executive Committee members are more aligned, more effective in their decisions, and their impact is quickly felt across operations. It is deep work, certainly, but its results are lasting and profoundly beneficial. <\/p>\n\n Investing in an Executive Committee\u2019s performance is investing in the organization\u2019s future.<\/p>\n\n And you\u2014have you ever reflected on your Executive Committee\u2019s performance? How could you start transforming your team to boost your company\u2019s overall performance? <\/strong><\/p>\n\n (*) ROTI: Return on time invested \u2013 from Agile software methods. ROTI is used to quickly measure the effectiveness of a meeting or workshop by asking participants to rate, on a scale of 1 to 5, whether they feel the time they invested was worthwhile in terms of the results achieved.<\/p>\n\n (*)(*) V. Lenhardt: a French coach, consultant, trainer, and author recognized as one of the pioneering figures in coaching in France and Europe. He notably introduced the concept of team development in three stages: collection of individuals, cohesive team, high-performing team. <\/p>\n\n <\/p>\n","protected":false},"excerpt":{"rendered":" We often tend to think that improving a company\u2019s\u2014or an organization\u2019s\u2014operational performance means identifying the root causes of underperformance and launching action plans. This approach, while widespread, takes a lot of time and energy. Yet the results on performance metrics are often disappointing. There are improvements, yes, but rarely any significant change. So why doesn\u2019t […]<\/p>\n","protected":false},"author":2,"featured_media":494,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_seopress_robots_primary_cat":"none","_seopress_titles_title":"","_seopress_titles_desc":"","_seopress_robots_index":"","footnotes":""},"categories":[1],"tags":[],"class_list":["post-532","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-leadership-en"],"_links":{"self":[{"href":"https:\/\/metis-transformation.fr\/en\/wp-json\/wp\/v2\/posts\/532","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/metis-transformation.fr\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/metis-transformation.fr\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/metis-transformation.fr\/en\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/metis-transformation.fr\/en\/wp-json\/wp\/v2\/comments?post=532"}],"version-history":[{"count":3,"href":"https:\/\/metis-transformation.fr\/en\/wp-json\/wp\/v2\/posts\/532\/revisions"}],"predecessor-version":[{"id":876,"href":"https:\/\/metis-transformation.fr\/en\/wp-json\/wp\/v2\/posts\/532\/revisions\/876"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/metis-transformation.fr\/en\/wp-json\/wp\/v2\/media\/494"}],"wp:attachment":[{"href":"https:\/\/metis-transformation.fr\/en\/wp-json\/wp\/v2\/media?parent=532"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/metis-transformation.fr\/en\/wp-json\/wp\/v2\/categories?post=532"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/metis-transformation.fr\/en\/wp-json\/wp\/v2\/tags?post=532"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}Executive Committee performance: why is it so important?<\/strong><\/h2>\n\n
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But why don\u2019t Executive Committees systematically work on their own performance?<\/strong><\/h2>\n\n
How can you make an Executive Committee more effective?<\/strong><\/h2>\n\n
The Executive Committee\u2019s posture: a key lever for performance<\/strong><\/h2>\n\n
Strong foundations for a high-performing organization<\/strong><\/h2>\n\n
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