The client secured the services of The Leadership Incubator to help with a very challenging re-organization and its resultant leadership crisis. Individuals from several teams were brought together, while the top two levels of executive leadership were both new to their positions. Additionally, morale was very low amongst those who had been on the previous team and who’d been passed over for those prime leadership roles.

Conflict, high attrition, indecisiveness, poor communication and failure to collaborate were obvious and costly obstacles to this company’s number one 365 goal—innovation. 

• The members of the extended leadership team operated in silos, not as a collaborative team

• High attrition: 50% of the team had departed in the six months prior

• Roles and responsibilities were unclear and overlapped, resulting in ‘land-grab’

• This team’s ‘personality’ was wrought with inflated egos, entitlement and the sense that they are special, so the rules don’t apply to them

• The environment was described as often ‘toxic’

• The individuals and the team had only a mild sense of ownership for their work

• Accountability for the successful completion of projects was rare and misplaced 

• Poor communication amongst team members reflected a lack of transparency and trust

• A passive-aggressive leadership style resulted in conflict and chaos 

• Leaders felt they were not empowered to make decisions and, in practice, felt actively disempowered

• The team did not make themselves accessible to one another

• Leaders disengaged instead of dealing with the chaos in the organization

• There was an obvious shortage of commitment and passion, individually and collectively