Hi Reader!

Did you know that companies with aligned, effective top teams are nearly twice as likely to achieve above-median financial performance?

According to McKinsey, that number comes from a global study of nearly 30 companies. It measures how teams see themselves across 17 dimensions — from clarity of roles to psychological safety.

It caught my attention because a few years ago, I saw the opposite play out in real time.

I joined a leadership team that looked impressive on paper. Everyone had the right credentials, the right experience, the right titles. But when we needed to make decisions, solve real problems, or hold each other accountable, we couldn’t do it.

Our meetings were filled with polite nods and vague discussions about alignment. We produced very little actual traction.

You couldn’t say it was a dysfunctional team, but that harmony was artificial. And the result was predictable: stalled execution, burned-out leaders, and a CEO who quietly carried the burden of every major decision.

I wish that team had been an outlier. It wasn’t.

The Illusion of Top-Team Success

McKinsey’s research confirms what many CEOs already suspect: most leadership teams are underperforming, and it’s not because of a lack of talent.

The problem is usually structural and cultural.

Roles aren’t clear. Psychological safety doesn’t exist. There’s no shared commitment to execution.

Instead, there’s performance theater. People play roles instead of being real. They protect turf instead of solving problems. They say the right things in the room and vent in the hallway afterward.

And the more I work with leaders and teams, the more I see that these patterns become normalized.

What High-Performing Teams Actually Do Differently

According to McKinsey’s data, there are some foundational difference-makers. And they sound obvious — until you try to build them:

Clear role definition: Everyone understands what’s expected and why it matters.
Shared purpose: The team is unified by something bigger than individual agendas.
Innovative thinking: Dissent isn’t feared — it’s expected and used constructively.
Effective communication: People talk with each other, not around each other.
Recognition: Wins are acknowledged. Excellence becomes the standard.
Psychological safety: People speak up, even when it’s uncomfortable.

None of this is rocket science. But it is rare.

Building That Team? That’s the Real CEO Job

Most leadership teams aren’t designed. They’re inherited or assembled reactively over time. One promotion here, one strategic hire there.

But if you’re a founder or executive, you need to ask yourself:

Do you have a high-performing team by design — or one by default?

Building the former means answering hard questions:

Who really belongs on this team?
What are the shared priorities we all own?
Where is our culture helping us, and where is it hurting us?
Are we building trust, or just trying to look aligned?

If you’re not answering these questions, you’re not leading a team. You’re managing one.

This Is Exactly Why I Wrote CLICKING

I’ve seen too many teams crumble under the weight of unspoken dysfunction.

I’ve watched too many smart CEOs burn out because their team couldn’t carry the load.

So I wrote CLICKING to show how to build teams that don’t just look good — but actually perform.

Teams that are self-sufficient, aligned, accountable, and human.

And if you’ve been thinking about reading it, today’s a good day to start.

Last Call: Kindle Flash Sale Ends Tonight

CLICKING is part of a curated bundle of 50+ books that are all just 99 cents for one final day.

These books cover business strategy, communication and leadership, personal development, content marketing, and more.

You don’t need a Kindle device — just the app. No email opt-ins. No fluff. Just high-leverage resources from real builders.

Kindle Flash Sale

And yes, you can gift them to a teammate, client, or friend by clicking “Buy for others.”

Final point

A high-performing top team isn’t a vanity metric. It’s your biggest competitive advantage.

If you want a business that scales without breaking you, start with the team at the top.

You don’t need more all-stars.

You need alignment, accountability, and a culture that tells the truth.

Let that be your edge.

See you next week,

Daria

P.S. If you’ve already grabbed CLICKING, thank you — I’d love to hear what stood out most for you. Just hit reply and I’ll send you another great tool for asynchronous virtual brainstorming. It’s not published yet, so you’ll be one of the first to get it.