CEOs look constantly for areas where they can improve performance. Yet, as a comprehensive, two-year research study shows, many overlook one of the richest and most readily available targets for improvement: their own top management teams (TMTs).
Why? Because a significant number of CEOs remain unaware of the high level of dysfunction on those teams. Our research not only uncovered the striking difference of perception between CEOs and their teams, but also contradicts some of the conventional wisdom about what really makes such teams effective. Based on the study’s findings, there are five levers that CEOs can pull to ensure a high-performing top management team.
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