Given the unique responsibilities of executive teams, it would seem obvious that they require a specialized set of skills and approaches to be effective. And yet few have cracked the code on building and sustaining such effectiveness. There are three critical, highly interdependent roles they must play to have lasting impact on the company’s performance, culture, and ability to adapt. Executive teams often perform one or two of these reasonably well but fall short in integrating all three. The good news is that, with persistent effort, executive teams willing to put in the work can learn to play all three of these roles — setting themselves apart from the many willing to settle for much less.
