Build the Right C-Suite Team for Your Strategy
MIT Sloan Management Review|Fall 2024
CEOs can foster a more effective leadership team by understanding when to tap senior executives' competitive instincts and when to encourage collaboration.
Marianna Zangrillo, Thomas Keil, and Benedetto Vigna
Build the Right C-Suite Team for Your Strategy

CEOs ALMOST NEVER GO IT ALONE: They rely on a strong senior management team to succeed. Yet new CEOs frequently contend with top leadership teams that are poorly aligned and consume energy rather than propel the organization forward. This makes building a well-functioning team one of their first and most important tasks.

Our research and experience suggest that the secret to establishing a good team lies in understanding and addressing a fundamental paradox of leadership. That is, the people who make it to the top are highly competitive and personally ambitious; but to be effective, they must also be able to collaborate for the good of the whole.

Examples abound of leadership teams where executives were unable to put their egos aside when necessary. Before Satya Nadella took the helm at Microsoft, the company was infamous for infighting; Nadella himself described the previous leadership as "groups of warring gangs." General Electric executives used top management meetings to spin positive stories about their achievements for years, rather than working together on emerging problems. Results at both companies suffered as their leaders pursued primacy.

The stakes are high, as is the cost of failure from missed opportunities and poor decisions. CEOs need teams that can strike the right balance between competition and collaboration as appropriate for their business and the challenges it faces. In this article, we'll look at the approaches that CEOs have taken in a variety of contexts and offer a four-step framework for building effective top leadership teams.

The Paradox That Undermines Performance

Few executives reach the C-suite without competing against internal rivals. Meanwhile, their ambition enables them to drive their areas of responsibility forward as they rise to the top.

Denne historien er fra Fall 2024-utgaven av MIT Sloan Management Review.

Start din 7-dagers gratis prøveperiode på Magzter GOLD for å få tilgang til tusenvis av utvalgte premiumhistorier og 9000+ magasiner og aviser.

Denne historien er fra Fall 2024-utgaven av MIT Sloan Management Review.

Start din 7-dagers gratis prøveperiode på Magzter GOLD for å få tilgang til tusenvis av utvalgte premiumhistorier og 9000+ magasiner og aviser.

FLERE HISTORIER FRA MIT SLOAN MANAGEMENT REVIEWSe alt
Ask Sanyin: How Do You Build for an Unpredictable Future?
MIT Sloan Management Review

Ask Sanyin: How Do You Build for an Unpredictable Future?

While the pandemic was a wild ride of uncertainty for me and many of my peers in leadership, it feels like we never regained our footing.

time-read
2 mins  |
Winter 2025
What You Still Can't Say at Work
MIT Sloan Management Review

What You Still Can't Say at Work

Most people know what can’t be said in their organization. But leaders can apply these techniques to break through the unwritten rules that make people self-censor.

time-read
7 mins  |
Winter 2025
Make Character Count in Hiring and Promoting
MIT Sloan Management Review

Make Character Count in Hiring and Promoting

Most managers focus on competencies when evaluating candidates but it’s character that will transform the DNA of the organization. Here’s how to assess it.

time-read
10+ mins  |
Winter 2025
Why Influence Is a Two-Way Street
MIT Sloan Management Review

Why Influence Is a Two-Way Street

Managers achieve better outcomes when they prioritize collaborative decision-making over powers of persuasion.

time-read
10 mins  |
Winter 2025
Know Your Data to Harness Federated Machine Learning
MIT Sloan Management Review

Know Your Data to Harness Federated Machine Learning

A collaborative approach to training AI models can yield better results, but it requires finding partners with data that complements your own.

time-read
9 mins  |
Winter 2025
How Integrating DEI Into Strategy Lifts Performance
MIT Sloan Management Review

How Integrating DEI Into Strategy Lifts Performance

Incorporating diversity, equity, and inclusion practices into core business planning can provide a competitive edge.

time-read
9 mins  |
Winter 2025
The Myth of the Sustainable Consumer
MIT Sloan Management Review

The Myth of the Sustainable Consumer

Companies that understand the different kinds of consumers for sustainable products can market to them more effectively.

time-read
10+ mins  |
Winter 2025
A Practical Guide to Gaining Value From LLMs
MIT Sloan Management Review

A Practical Guide to Gaining Value From LLMs

Getting a return from generative AI investments requires a systematic approach to analyzing appropriate use cases.

time-read
10+ mins  |
Winter 2025
Improve Workflows by Managing Bottlenecks
MIT Sloan Management Review

Improve Workflows by Managing Bottlenecks

Understand whether process or resource constraints are stalling work.

time-read
10+ mins  |
Winter 2025
Craft Schedules That Work for Everyone
MIT Sloan Management Review

Craft Schedules That Work for Everyone

Business leaders can improve retention and business performance with schedules that make sense for workers’ lives.

time-read
10+ mins  |
Winter 2025