“Most C-suites operate as a group of independent leaders rather than as a unified team,” the author writes. In part, that’s because companies base promotions on individual skills and performance without sufficiently considering how well an executive will work across functions or as a member of the executive leadership team. And they often compound the disconnect by asking CXOs to meet performance metrics specific to their function. “Business unit success doesn’t always equate to collective C-suite success,” says Rachel Juley, a director in the Gartner HR practice and the study’s lead author.