Worst to first: What it takes to build or remake a world-class team - Kevin Carmody, Mark Hojnacki, and Rick Gold with Shayne Skov; McKinsey
Building a team is hard; building a winning team is even harder. For every organization that manages to achieve the right mix of talent, culture, and performance expectations, many more find themselves lacking in one area or another. Consider the following cautionary tales. One team of “superstars” in a large technology organization failed to gel simply because they could not agree on working norms. Another high-performing group underachieved because the executive team and line managers had very different views of their roles: Executives were frustrated by line managers’ hesitancy to make and own critical decisions, while the line managers were afraid to be labeled as failures by these same executives if their moves deviated too far from the status quo. Both sides pointed fingers at each other when outcomes failed to meet expectations.
