A third issue for executive teams is whether they are willing to commit and support one another’s success. Upper-level executives in particular are known for competitiveness and jockeying as they compete for succession to the CEO. Some executive committee members have told us they don’t want to appear too vulnerable or too agreeable to others lest they appear “weak” in front of their peers. This fear, of course, is irrational, and we find leaders with real courage or guts are most open to changing their views, listening closely, and allowing themselves to be influenced by others.
High-performing teams are characterized by each member’s being fully committed to the success and development of every other member. ...

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