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Picture this: a leadership team meeting where ideas are shared, heads are nodding, and discussions seem productive. Yet, when it comes to implementing decisions or achieving collective goals, progress stalls. Silos persist, priorities feel disconnected, and the big picture remains elusive.

This was the reality for one of my leadership team coaching clients. They were responsible for overseeing strategy and delivering results across several divisions, each with hundreds of employees. On the surface, they appeared to be a capable and engaged team. But beneath the surface, deeper issues were holding them back.

These challenges might feel familiar:

1. Strong Silos, Weak Collaboration Each leader was highly effective within their own division, but when it came to working as a collective, gaps emerged. While individual successes were celebrated, there was little sense of shared responsibility for the organisation’s overarching goals.
2. Uneven Experiences Across Divisions Some divisions had high engagement, while others struggled with disengaged teams and operational challenges. These disparities created tension and limited the ability of leaders to support one another effectively.
3. Disconnected Vision The organisation had a strong strategic direction, but it was perceived as something developed and owned by the executive team. Middle and senior leaders didn’t feel a true sense of ownership, which made alignment across divisions inconsistent and fragile.

Building Shared Ownership and Accountability

In my ‘Let Go Leadership‘ book, I address these issues and share more about how my team and I we worked with the leadership team to foster a stronger sense of collective purpose and accountability. Here’s how we approached it:

1. Start With Honest Feedback We gathered candid feedback from the leadership team to uncover how they viewed their own levels of alignment and accountability. The process revealed both strengths and blind spots, sparking open and constructive conversations about what needed to change.
2. Create a Culture of Accountability Leaders began taking shared responsibility for organisational goals rather than leaving it to the CEO or executive team. By holding each other accountable for actions and outcomes, they started operating as a unified team.
3. Define a Shared Vision Together, the team articulated a clear vision and values that aligned with the organisation’s broader strategy. This process gave each leader a greater sense of ownership and strengthened their commitment to collective goals.
4. Spotlight and Share Success We identified areas of excellence within the divisions and created opportunities to share best practices. This not only built mutual respect but also strengthened collaboration by showing how success could be scaled across the organisation.
5. Measure Progress and Adapt We implemented regular follow-ups to track progress and ensure the changes were sustainable. This helped the team remain adaptable and committed to continuous improvement.

The Difference It Made

The shift was gradual, but the impact was clear. Leaders who once operated independently began working as a cohesive team. Collaboration replaced competition, and decisions were grounded in shared responsibility.

One team member reflected, “For the first time, I feel like we’re truly working together. We’ve moved beyond focusing on our own areas and are now shaping the future of the organisation as a collective.”

This transformation didn’t just benefit the leadership team – it had a ripple effect across the organisation, improving alignment, engagement, and overall performance.

A Thought to Leave You With

Leadership teams often have the skills and dedication to achieve great things, but unlocking their full potential requires more than individual excellence. It takes shared ownership, alignment, and a commitment to working as a team to tackle challenges and create impact.

If this resonates with your experience, take a moment to reflect on how your leadership team operates:

Are you united in purpose and accountability? Or could there be opportunities to strengthen connections and alignment?

Sometimes, stepping back and examining the dynamics of your team can spark meaningful change. If these ideas have struck a chord, I’d love to hear your reflections – feel free to share them in the comments. After all, great leadership is rarely about individual brilliance – it’s about the strength of the team.