At one well-known energy company, the five executives of a top team were asked to list the company’s 10 highest priorities. Alarmingly, they listed a total of 23 priorities; only 2 appeared on every executive’s list and only 7 on the lists of more than three members; indeed 13 of the 23 priorities appeared on only one list. In other cases, the team doesn’t agree about how performance should be assessed, who the company’s top performers are, or how to motivate the organization to achieve its stated objectives.
Source: “Teamwork at the Top”
Original Publication: The McKinsey Quarterly
Subjects: Management, Organizational Behavior