Your senior leadership team—your “First Team”—can make or break your company. How well does your First Team work together?

Achieving alignment and excellence within this group is one of the six things only you, the CEO, can do! Let’s explore the key elements that define a high-performing First Team:

1. Team Composition

Do you have the right team in place?

In the middle market, it’s common to outgrow certain members of your leadership team as the company scales. New opportunities and challenges often require leaders with fresh perspectives and advanced skills.

Ask yourself:
• Is every member of your First Team an “A” player?
• Do they bring the skills and mindset required to address your company’s evolving needs?

If the answer isn’t a confident “yes,” it’s time to make tough decisions to ensure your team is equipped for success.

2. Teamwork Practices

Even with all “A” players, a high-performing team doesn’t happen by default.

Many CEOs mistakenly assume that high-performing individuals automatically create a high-performing group—this is far from the truth.

If you predominately meet with each leader individually, you’re unintentionally fostering silos rather than collaboration. Building a cohesive First Team requires:
• Intentional focus on team dynamics.
• A shift from spotlighting individuals to making the team the “star.”

This doesn’t happen overnight; it takes deliberate effort from the CEO to unify the group and align them toward a shared purpose.

Are you and your First Team solving the company’s biggest challenges together?
Are they focused on the things only they can do?

3. Operating Rhythm

How does your First Team spend their time?

If you had a press release for every time an executive said, “I’m in too many meetings that waste my time,” you might be the most talked-about CEO expert in the world!

According to McKinsey, only 38% of CEOs’ direct reports feel their First Team is focused on work that truly benefits from an executive perspective. That’s a sobering statistic.

As the CEO, you set the operating rhythm. To avoid inefficiency, plan the year with intention and work backward to create a cadence that supports your goals.

Consider:
• What work will your team tackle yearly, quarterly, monthly, and weekly?
• How will you ensure that time spent together is strategic and impactful?

A CEO’s Responsibility

There is only one First Team. Whether you personally selected these executives or not, it’s your job as the CEO to evaluate and elevate this group.

Reflect on these questions:
• Do you have the right team composition to achieve your goals?
• Are your teamwork practices fostering collaboration and alignment?
• Is your operating rhythm designed to maximize effectiveness and strategic focus?

The success of your First Team directly influences the success of your company. Focus your attention where it matters most—because only you, the CEO, can do that.