From long experience and ample client CEO and Board input, the typical state of a management team looks less like a team and more like a group of functional experts who occasionally gather to talk uncomfortably (and shallowly) about the hard issues confronting their organization. 

The behaviors and integration you might anticipate from a “team” of smart, senior people are often absent from the equation. Many CEOs agonize over the issue of how to “gain more” from this group of senior managers, and the managers are often equally perplexed, suspecting they should be doing more with their functional counterparts.

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