A fish rots or rocks from the head down

Undoubtedly a top-performing management team is the make-or-break factor for a company's growth and development. A handpicked by the board CEO, headhunted high-calibre professionals and experts with proven success records, it is the management team that will:

• create and approve the company vision and strategy
• set the pace and quality with which strategy is executed and objectives are reached
• serve as the role models that radiate and set the tone for the overall corporate culture

Against this background, years of executive education experience suggest it's considerably more complicated. To start with, as we know, a star team is not a team of stars. Therefore, even if on paper we have a group of impeccable professionals (with impressively solid looks on the company website), this is not necessarily a star team.

Management teams need development and the humble self-realisation that any team, stars or no stars, goes through the same stages of forming, storming, norming and performing. Thus, it is the ability to see through the thick smoke of one's own (and colleague's) greatness and realise that it's not enough.

In addition, even if the knowledge exists, we may need more effort. One challenge is simply finding the time for team development activities. Another is to over-rely on uber-experienced professionals that will somehow find a way to work together. Both lead to underperformance! The development of a management team must be a top priority. What might it accentuate?

Undoubtedly a top-performing management team is the make-or-break factor for a company's growth and development. A handpicked by the board CEO, headhunted high-calibre professionals and experts with proven success records, it is the management team that will:

• create and approve the company vision and strategy
• set the pace and quality with which strategy is executed and objectives are reached
• serve as the role models that radiate and set the tone for the overall corporate culture

Against this background, years of executive education experience suggest it's considerably more complicated. To start with, as we know, a star team is not a team of stars. Therefore, even if on paper we have a group of impeccable professionals (with impressively solid looks on the company website), this is not necessarily a star team.

Management teams need development and the humble self-realisation that any team, stars or no stars, goes through the same stages of forming, storming, norming and performing. Thus, it is the ability to see through the thick smoke of one's own (and colleague's) greatness and realise that it's not enough.

In addition, even if the knowledge exists, we may need more effort. One challenge is simply finding the time for team development activities. Another is to over-rely on uber-experienced professionals that will somehow find a way to work together. Both lead to underperformance! The development of a management team must be a top priority. What might it accentuate?

Undoubtedly a top-performing management team is the make-or-break factor for a company's growth and development. A handpicked by the board CEO, headhunted high-calibre professionals and experts with proven success records, it is the management team that will:

• create and approve the company vision and strategy
• set the pace and quality with which strategy is executed and objectives are reached
• serve as the role models that radiate and set the tone for the overall corporate culture

Against this background, years of executive education experience suggest it's considerably more complicated. To start with, as we know, a star team is not a team of stars. Therefore, even if on paper we have a group of impeccable professionals (with impressively solid looks on the company website), this is not necessarily a star team.

Management teams need development and the humble self-realisation that any team, stars or no stars, goes through the same stages of forming, storming, norming and performing. Thus, it is the ability to see through the thick smoke of one's own (and colleague's) greatness and realise that it's not enough.

In addition, even if the knowledge exists, we may need more effort. One challenge is simply finding the time for team development activities. Another is to over-rely on uber-experienced professionals that will somehow find a way to work together. Both lead to underperformance! The development of a management team must be a top priority. What might it accentuate?

Undoubtedly a top-performing management team is the make-or-break factor for a company's growth and development. A handpicked by the board CEO, headhunted high-calibre professionals and experts with proven success records, it is the management team that will:

• create and approve the company vision and strategy
• set the pace and quality with which strategy is executed and objectives are reached
• serve as the role models that radiate and set the tone for the overall corporate culture

Against this background, years of executive education experience suggest it's considerably more complicated. To start with, as we know, a star team is not a team of stars. Therefore, even if on paper we have a group of impeccable professionals (with impressively solid looks on the company website), this is not necessarily a star team.

Management teams need development and the humble self-realisation that any team, stars or no stars, goes through the same stages of forming, storming, norming and performing. Thus, it is the ability to see through the thick smoke of one's own (and colleague's) greatness and realise that it's not enough.

In addition, even if the knowledge exists, we may need more effort. One challenge is simply finding the time for team development activities. Another is to over-rely on uber-experienced professionals that will somehow find a way to work together. Both lead to underperformance! The development of a management team must be a top priority. What might it accentuate?

Undoubtedly a top-performing management team is the make-or-break factor for a company's growth and development. A handpicked by the board CEO, headhunted high-calibre professionals and experts with proven success records, it is the management team that will:

• create and approve the company vision and strategy
• set the pace and quality with which strategy is executed and objectives are reached
• serve as the role models that radiate and set the tone for the overall corporate culture

Against this background, years of executive education experience suggest it's considerably more complicated. To start with, as we know, a star team is not a team of stars. Therefore, even if on paper we have a group of impeccable professionals (with impressively solid looks on the company website), this is not necessarily a star team.

Management teams need development and the humble self-realisation that any team, stars or no stars, goes through the same stages of forming, storming, norming and performing. Thus, it is the ability to see through the thick smoke of one's own (and colleague's) greatness and realise that it's not enough.

In addition, even if the knowledge exists, we may need more effort. One challenge is simply finding the time for team development activities. Another is to over-rely on uber-experienced professionals that will somehow find a way to work together. Both lead to underperformance! The development of a management team must be a top priority. What might it accentuate?