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Co-leadership, where an executive, department, or team leadership role is shared, can result in more creative and strategic problem solving and wiser decision making. But it can also lead to unhealthy game playing in the pursuit of dominance and positioning for the next role, resulting in organizational misalignment, inertia, and confusion. It doesn’t have to be this way. You don’t have to become a political animal who spends their days looking to outmaneuver their co-leader. Instead, perform this role with integrity, canniness, and positivity, recognizing that it will feel uncomfortable at times. These seven strategies will increase your chances of making your co-leadership a success.
We often associate leadership with an individual, but there are situations where the top positions are shared — along with the responsibilities, decisions, and accountability that comes with them. A lot of focus has been on the ups and downs of high-profile co-CEOs and co-founders — think Salesforce, Netflix, Goldman Sachs, Oracle, SAP, and Warby Parker. But co-leadership is also practiced within business units, divisions, and projects, especially after acquisitions, when there’s a perceived need for representation of both groups.
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Copyright for syndicated content belongs to the linked Source : Harvard Business – https://hbr.org/2024/02/how-co-leaders-succeed
