(semi-structuredselected from the following)
Tell me about your background, present role, title, and functional expertise.
How will you describe your business environment? Will you say it is more volatile, uncertain, ambiguous or fast changing?
What in your opinion is driving the business environment in the direction mentioned? Please comment as regards to talent, emerging technologies, growth, globalization, emerging markets, shifts in regulatory environment and communication…
Basing on the identified business environment, are there specific ways on how family businesses can navigate and overcome the challenges? What role does a family business leader play?
How will you describe family business leadership?
Would you say that leadership in your organization has evolved? Please, comment as regards to the traditional command and control focus, and shared and collaborative.
What specifically does the family business leader bring to the group in terms of authority, expertise or functional boundaries?
Would you say that leadership in your organization brings certain values that are unique to your workplace? What are some of those salient values? How do you perceive the said values? How do the leader shape task, forge workplace relationships?
Family businesses are unique in themselves, in such a context, where specifically does “leadership” exist within a team? Is it shared? How is knowledge and expertise shared? Is it “situated” within specific expert team members, across all team members, or somehow stored in a repository?
[REGARDINGTHE ACTION LEARNING PROJECT TEAM]
How do family businesses create teams? Did you play a role in selection of your leader? Why or why not? How did you set direction and gain momentum as a team?
In organizational context, there are always very low moments when teams are faced with an obstacle, struggle or get stuck, but always find a way to navigate through? Is there such a moment when your team underwent the experience? Please explain. What were the specific behaviors, and from whom, that enabled progress? Was there a visible or conceptual ways your team adapted its structures, processes or goals overcome key challenges?
Within organizational context, there are several ways of knowledge creation, including teamwork, training and learning by experience and discovery, what are some of the ways of knowledge creation employed at your workplace? Would you say the ‘learners’ are self-directed or dependent?
In light of the experience with knowledge creation, what approach to learning would you propose to effectively engage theory and translate into practice? Does this happen in your organization?
Obstacles provide opportunities to learn, as a diverse and distributed team, what are the biggest obstacles that are unique to family businesses? What collective action was most appropriate while working in an interconnected and complex environment?
How often do members of your team or rather organization ask penetrating questions about work-based challenges that have no known solution? Do they also seek information on the appropriate actions to handle such a problem? Do you share the problem with others likely to be similar situation? Is there room for self-reflection in such a context?
When someone proposed a direction, ideas, or solution, were others willing to follow (without a sense of formal authority)? Collectively, how did you shape the vision and a set of shared goals? Was there often a need to change or adapt that goal (or smaller milestones) along the way? How was that done?
You have grown or shared experience with individuals who have worked in functional teams, what behaviors supports a collaborative inter-action? How does this work?
What are your key insights as a person given your experience in leadership? Would you say that you are fully accomplished and can handle complex workplace issues? What are your limits? How would you adapt to your ‘self’?
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