Management Team Audit

What are Management Team Audits for?

We carry out Management Team Audits throughout the world.  They can be used for a number of developmental purposes:

  • just before an acquisition as part of the ‘due diligence’ process of evaluating the company to be acquired
  • after an acquisition as part of the process of  integrating the companies
  • after a period of upheaval or restructure, as a way of integrating the team, building morale, identifying areas for development and mobilising the team to work together quickly and well.

What are they not for?

Management audits are not (or not when we do them, certainly) to help identify who should go and who should stay after a reorganisation.  We believe strongly that this is an internal decision made on the basis of role or contribution, and that it is best judged and most effectively carried out by management within the company. However, it can be very helpful, after that decision has been made, to help refocus and re-engage those who remain.

How do management team audits work?

Every audit is different and we tailor our audit process depending on the situation and the needs of the client.  There are however some common elements:

  • At least half a day is spent with each individual, imostly in discussion but also working through and interpreting one or more personality questionnaires (chosen from a range including LSI, Firo, MBTI)
  • Interviews and discussions are usually carried out in English, but we make sure that a local manager or executive search consultant takes part in the project if necessary, in order to help with any subtleties of language as well as a detailed understanding of the business and cultural environment
  • We also review any available written documents (performance reviews, development plans, strategy documents etc.) which will help our understanding of the person
  • We sometimes carry out telephone interviews with a number of external referees for each person in order to understand the individual better and check our own observations
  • We write a full report on each individual, as well as giving an overall assessment of   the team and the current leadership climate in the team and the organisation.
  • The audit is confidential but we strongly recommend that feedback is given to the individual participants afterwards in order to help them with their own development.

The benefits of the exercise

These depend on the specific purpose of the audit but usually include:

  • A clear view of the background, strengths, weaknesses, calibre, potential and aspirations of each individual – from an external, dispassionate perspective
  • An understanding of the depth of talent in the organisation and what is being done to nurture it (this can be very useful with a newly-acquired company in particular)
  • An overview of the way the team members work together
  • Where apropriate, an understanding of team members’ perceptions of and concerns about the reorganisation that will help it to be managed smoothly and effectively.