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Executive teams should regularly take stock of their own performance and alignment, but many don't, according to an expert who points to an "urgent" need for change.

Russell Reynolds Associates executive director Dee Fitzgerald says a high-performing top team is critical to a high-performing organisation, but according to recent research conducted by the firm, 45% of CEOs and C-suite executives don't consider their top teams to be high-performing – even though 93% of the same cohort believe they personally have a positive impact.

The contrasting results demonstrate a problem. "You can put a group of high-performing executives together into a C-suite team, but it doesn't necessarily mean they'll all come together in a way that actually drives high performance for the group," Fitzgerald tells HR Daily.

In fact, a "remarkable number" of top teams struggle to work together effectively, she says. Another recent survey the firm conducted found CEOs' confidence in their C-suite leaders fell "quite sharply" between early 2021 and late 2022...