1. Get the Right People on the Team… and the Wrong Ones Off Determining the membership of a top team is the CEO’s responsibility-and frequently the most powerful lever to shape a team’s performance. Many CEOs regret not employing this lever early enough or thoroughly enough. Still others neglect it entirely, assuming instead that factors […]

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1. Get the Right People on the Team… and the Wrong Ones Off Determining the membership of a top team is the CEO’s responsibility-and frequently the most powerful lever to shape a team’s performance. Many CEOs regret not employing this lever early enough or thoroughly enough. Still others neglect it entirely, assuming instead that factors such as titles, pay grades, or an executive’s position on the org chart are enough to warrant default membership. Little surprise, then, that more than one-third of the executives we surveyed said their top teams did not have the right people and capabilities.

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