No transformation happens alone. Even with a clear vision, an honest assessment, and a solid plan—you need the right people around you.
Step 4 in our transformation model is to build and support the leadership team. This isn’t just about org charts. It’s about trust, alignment, and shared ownership.
An argument can be made that the team should be built in advance to develop all of the above. In reality, this is not always possible and it’s not always known which team members will really fit into or adapt to a new vision and culture.
Here’s how this played out in each of our three transformation efforts.
1. Large Manufacturing Company
We didn’t have formal authority to restructure leadership—we had to influence.
Our approach:
- Identify general managers and finance leaders open to the new role as business partners
- Coach and support them as they stepped into visible projects
- Create forums where finance and business leaders could solve problems together
Over time, this built a network of champions. These informal leaders gave the transformation credibility from the ground up.
2. Mid-Size Electronics Manufacturing Services Company
As CEO, I had the opportunity—and the responsibility—to reshape the leadership team.
We asked:
- Who’s aligned with the new vision and culture?
- Who has the adaptability and drive to lead through uncertainty?
- Where do we need to bring in new skills—or new energy?
We made some hard calls. We also invested heavily in those who stayed—coaching, mentoring, and clarity of expectations. Alignment wasn’t just about agreement; it was about shared values and commitment.
3. Global Internet Payments Company
Here, we had a very talented team for a startup, with a scrappy figure-it-out-and-get-it-done-quickly mentality. However, after ten years, we were no longer a startup!
We focused on:
- Building relationships across the siloes and distrust that had developed
- Defining a shared leadership model, not just individual roles
- Evaluating who fit best for the next level of growth
- Creating regular touchpoints to build cohesion, transparency and accountability
Trust took time. But once established, it accelerated our ability to execute.
What It Takes
- Clarity of roles and expectations
- Investment in growth, not just results
- Courage to make personnel changes when alignment isn’t there
Reflection Questions
- Does your leadership team share ownership for the transformation—or are they waiting to be led?
- Where do you need to invest in your team’s growth?
- Are you modeling the collaboration, resilience, and clarity you expect from others?
In At C-Level #15, we’ll dive into Step 5: how to communicate the change and engage stakeholders—because a great plan and team only matter if people believe in the journey.