When Strong Leaders Aren’t Yet a Strong Leadership Team
Supply Chain Industry
Newly promoted President Dave T.* stepped into his role at Ironhill Industries* with a clear mandate and a team of highly accomplished senior leaders. He also understood a critical distinction: A group of experienced executives is not the same as a high-performing team.
Through his 1:1 executive coaching with AEI, Dave had already recognized that success in this role would depend not only on outcomes, but on how his team worked together to achieve them.
Rather than allowing challenges to emerge over time, Dave made an early, deliberate investment in a focused session to accelerate trust, alignment, and performance.
This was not a corrective measure. It was a proactive step to set the team up for success.
Defining How the Team Works
Although each leader brought significant experience, the team itself was newly formed. With any new configuration, both operating and interpersonal dynamics must be re-established.
Research indicates that over 60% of a team’s effectiveness is driven by its design, not only who is on the team, but how the team functions.
Accordingly, the session focused on making that “how” explicit:
- Clarifying priorities, goals, and decision expectations
- Establishing shared norms for discussion, alignment, and accountability
- Creating an environment where candid dialogue could occur productively
Dave also made a personal shift. Earlier in his career, his leadership style was highly direct and, at times, forceful. In this new context, he recognized the need for greater openness and engagement across the team.
During the session, he participated as a peer, contributing to discussions and helping shape team norms alongside his colleagues.
His approach set a clear and constructive tone.
The Outcome: Reduced Friction, Greater Focus
The impact was both immediate and sustained. The team established a shared way of working that proved effective beyond the initial session. So much so that it was later shared more broadly as a model for senior leadership collaboration.
Over time:
- Issues were surfaced and addressed earlier
- Communication became more direct and efficient
- The need for escalation and intervention declined significantly
For Dave, the change was clear. Where in previous roles he had often needed to intervene to resolve misalignment or conflict, such situations are now infrequent.
His team is equipped to work through challenges independently.
The broader result is tangible: Reduced friction. Faster decision-making. Greater focus on customers and growth.
In a competitive environment, this represents a meaningful performance advantage.
*identifying details have been changed for privacy
