Turning leaders into a team

by

Turning leaders
into a team

Aligning a newly formed leadership team to drive cultural and performance shift

Global Fashion E-commerce (4,000+ employees)

#Teams

Turning leaders into a team

Aligning a newly formed leadership team to drive cultural and performance shift

Global Fashion E-commerce (4,000+ employees)

#Teams

Context

A global fashion e-commerce business was navigating a shift from high growth to a more performance-focused, commercially disciplined model.

Within this, a newly formed senior leadership team had been brought together under a new leader, combining existing team members with several external hires.

The Challenge

While individually strong, the team was not yet operating as a cohesive leadership group.

Differences in perspective between long-tenured and newly hired leaders, combined with a focus on functional priorities, limited alignment.

The team expected their organisations to think strategically, but often defaulted to operational detail when working together.

At the same time, they needed to role model a broader cultural shift across the business.

Our Approach

We worked with the team to shift from a collection of functional leaders to a connected leadership group with shared accountability.

The starting point was creating clarity on purpose and priorities, helping the team focus on what mattered most collectively.

From there, we focused on how the team operated day to day, including how they made decisions, communicated, and worked with cross-functional partners.

A key element was helping the team step out of the detail when together, so they could operate at the level required of them and enable the rest of the organisation to do the same.

Throughout, the emphasis was on practical shifts in behaviour, not abstract principles.

What Changed

The team became more aligned around shared priorities, with greater clarity on what mattered most.

Conversations shifted from functional detail to collective outcomes and forward-looking decisions.

Trust and collaboration increased, with stronger connection between long-tenured and newly hired leaders.

The team began to operate more consistently as a leadership group, rather than a set of individual departments.

Why It Worked

The focus was not just on alignment, but on how alignment translated into day-to-day behaviour.

By addressing how the team actually worked together, changes became visible and sustained.

Anchoring the work in the broader cultural shift enabled the team to act as a catalyst for change beyond their immediate group.

Further Reading

Seeing similar challenges in your organisation?

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