打造顶级高管团队的三大绝招（Three trick to create a top executive team）.docVIP

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打造顶级高管团队的三大绝招（Three trick to create a top executive team）.doc

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打造顶级高管团队的三大绝招（Three trick to create a top executive team）

打造顶级高管团队的三大绝招（Three trick to create a top executive team） If the top management team is not operating well, the whole company may be paralyzed. Note the three major points introduced in this article. CEO can ensure team efficiency. ??? most of the team work are unsatisfactory, but the top management team if there is a problem, it may slow down, particularly harm: even paralysis of the entire company. We have worked with top teams of more than 100 leading multinational companies and conducted surveys of 600 executives in 30 of these companies, thus summarizing the three major points of building and managing an efficient management team. To do the work in these three areas, enterprises can further improve their performance in terms of customer satisfaction and staff efficiency. ??? 1. and redundancy. It is the CEOs responsibility to determine the members of the top management team, which is often the best way to improve team performance. Many CEO regret not as soon as possible or try to use this method, there are some CEO simply ignore the importance of building a good team, but according to the title and salary level management personnel or in the company structure status decide whether it should become a member of the executive team. No wonder more than 1/3 of our CEO surveyed said its top team was unreasonable or incompetent. ??? in order to create a reasonable structure of the executive team, the key is to determine the performance of the company: in order to achieve the goal, the team and its members shall make what contribution, then in accordance with the standards of the executive team to adjust. It sounds simple, but it usually takes CEOs high attention and fearless courage, otherwise the top management teams performance may not be as good as expected for a long time. ??? a technology services company we investigated is a typical management confusion: less than 1/5 of the members of the top management team that respected, or there is consensus in the future,