November. Year-end is just around the corner.
Not long ago, you believed hitting your targets was still possible. Now, you’re not so sure. Because you’re unable to improve the contribution of many people in your organisation.
Once again, that sense of frustration creeps in—you don’t know what else to try. You’re relying on instinct, and it has led to a growing gap between your strategy and your company’s real capability.
Are you spending your days covering for your team’s shortcomings? Do you feel you’re investing time in tasks that shouldn’t be yours? Are your managers misaligned and struggling to collaborate?
On a scale from 1 to 10—how much do your people actually follow you?
Why being the right team matters
It has never been more critical to have the right team to deliver your strategy.
In a context where adaptability is essential, opportunities don’t wait. And when they come, they often collide with a harsh reality: not having the right team to seize them.
You’ve likely proven that you can do many things well. You’ve built credibility in the market, and that gives you room to grow.
But credibility alone is not enough if your team cannot deliver on what’s promised.
The challenges we face
The context doesn’t help.
We’re operating in the middle of a demographic imbalance: there simply aren’t enough people to fill roles—whether low or highly skilled.
On top of that, absenteeism has significantly increased, with more sick leave than ever before.
As a result, a large part of our potential is left untapped. We achieve less than we could, and we don’t move forward at the pace we’re capable of.
“At times, I feel everything falls on my shoulders—that only a few people are truly pulling their weight and following me. That’s when I feel the so-called loneliness of the CEO.”
— CEO of an industrial company
First reflections
If the opening of this article resonated with you and you’ve made it this far, here are some ideas to reflect on:
1. Imbalances can exist at every level of the organisation
Ask yourself:
Are my directors contributing what they should?
Do they understand what is expected of them?
Do they collaborate effectively?
Are they guiding managers properly?
Do managers create a healthy working environment—or the kind that drives absence and turnover?
As you can see, every level of responsibility impacts the company’s ability to grow. That’s why we need to clearly understand what the “right team” really means—and what it doesn’t.
2. Do you have people who make you better—or people who simply meet the minimum?
Are your teams willing to collaborate and work in a more structured way?
Are they focused on helping each other improve—or on pleasing you?
3. Do your people trust you enough to tell you what they really think?
4. How much time do your directors actually behave like directors?
And how often are they doing something else?
What responsibility do you have in that?
5. Do you create trust within your team?
Do they trust you—and your judgement?
What comes next
If your answers suggest you are not the right team…
If you don’t want 2025 to repeat the frustrations of 2024…
If you need clarity and a roadmap but don’t know where to start…
We recommend downloading our paper to assess how far you are from becoming the right team.
And if you’re ready to take action now, get in touch with us—we’ll help you define the path forward.
