文档介绍：Top Teams: Why Some
Work and Some Do Not
Five Things the Best CEOs Do To
Create Outstanding Executive Teams
When top teams fail, is the leader to blame?
Portfolio managers pany valuations when top teams falter.
It is not hopeless: Ineffective top team leaders can e effective ones.
WORKING
PAPER
Top Teams: Why Some
Work and Some Do Not
Five Things the Best CEOs Do To
Create Outstanding Executive Teams
The benefits of effective top teams 2
What is a “real” team? 4
Five Conditions For Top Team ess 5
1. Establish a clear, compelling direction 5
2. Create an appropriate structure 9
3. Select the right people 12
4. Support the top team 16
5. Provide development 17
Conclusion 18
This working paper is the product of research conducted by Hay Group in
partnership with Richard Hackman of Harvard University and Ruth Wageman
of Dartmouth College.
Copyright © 2001 Hay Group, Inc. All rights reserved.
eet Martin, the Chief Executive Officer of a global -
M pany. Martin (not his real name) is a 15-year veteran of the firm, a con-
sistent high performer personally and an undisputed leader. His colleagues
describe him as hard-hitting, driven and charismatic. pany’s stock
price jumped eight percent the day he was named CEO. However, as we will
see, despite his many attributes he is an ineffective executive team leader.
Martin’s top team has 15 members, including all the global business-unit heads
and several functional leaders. The group gathers monthly for a full-day meet-
ing, sometimes at headquarters, often at one of pany’s many world-
wide locations.
Martin kicks off today’s meeting with a joke, then lays out a packed 17-item
agenda. First to speak is the head of the Asia/Pacific division, who updates the
group on her numbers and answers Martin’s questions. After her two-hour
presentation, the other team members each deliver a similar “silo briefing.”
Almost no one pays attention. Vibrating cell phones—“No ringing