Christmas is approaching, and with it comes the time to make a balance of the year and reflect on what we’ve done, what we’ve learned, and what the adversities, failures, achievements, and successes have been.
I’m no exception, and from this reflection comes this post, in which I’d like to share a set of lessons I’ve learned from one of the most transformative experiences I’ve had this past year. In one of my professional experiences, I witnessed what you might call a perfect storm.
This experience gave me a new perspective on leadership and teamwork, which have been very close to my heart over the last few decades... And what’s curious is that real life is always teaching us lessons. Some will be new for the most part; others just confirm something we already knew, but which is always good to remember.
In this case, the experience concerned what is traditionally called a “power vacuum” within a management team. The departure of the CEO (or equivalent, in that organization) – a figure whose toxic leadership drained energy and morale – could have been the start of a deep crisis. However, it was the opportunity that was needed for everyone to reinvent themselves as a team.
Here are the seven lessons I took away from watching that transition:
1. Crises hide opportunities
The Chinese already knew this when they used the same symbol for “crisis” and “opportunity” in their ideographic writing. When that leader left the organization, chaos seemed inevitable. However, it quickly became clear that the void created was also a space for growth. The absence of a central figure made it possible to question old structures and find new ways of collaborating. Nurturing the purpose of honoring commitments to those who had given them their vote of confidence was the mobilizing factor for the entire team that remained. “We are not quitters” was the motto adopted;
2. Shared leadership is more powerful
Without a “control freak” leader centralizing decisions, there was a need to distribute responsibilities. Each team member took on a more active role, and hidden talents were discovered. Not only did they survive, but they grew as a collective. They quickly realized that they had been managed in “one-to-one” interactions and that each of them only had a portion of the management information. When they finally got into the habit of holding regular management team meetings, a measure that had been demanded for several years but never consistently adopted, they realized the synergistic power of sharing in a collective where diversity, combined with a mobilizing purpose, led to an unprecedented dynamic of collaboration!
3. Morale is the foundation of any team
The toxicity that had previously pervaded the environment had undermined mutual trust. After the leader’s departure, reconnection was prioritized. Open conversations, sincere praise, and a more empathetic attitude helped to re-establish a healthy and productive environment. All topics were openly debated, and the difficult truths were spoken without fear of reactions from disproportionate egos. The decision of the majority of the collective was accepted in solidarity, other relevant members of the organization were invited to management team meetings whenever their input was considered useful, with much richer results and an ever-increasing level of involvement. And finally, we began to appreciate and publicly express that appreciation for everyone’s contribution. Because practicing gratitude is a natural expression of leadership;
4. Empowerment transforms results
Without an authority figure micromanaging every step, many were encouraged to take on initiatives they would never have imagined before. This autonomy generated not only more innovation but also a sense of personal fulfillment that was rare before. The principle of paternity of production led them to take on each achievement, each initiative, as their own, thus naturally promoting mobilization, accountability, mutual help, and collective learning. They reached the end of the year with the certainty that, together, they were able to do much more and better than in previous years;
5. Commitment comes from real involvement
With more distributed responsibilities, everyone began to feel that they had a direct impact on the results. This not only increased individual commitment but also strengthened the collective purpose. The humility of assuming that they wouldn’t do anything without each other led them to naturally distribute responsibilities and leadership to everyone in the team. The two great needs of any human being in an organizational context – the relevance of what we have to do and the visibility of the usefulness and value of our contribution – became an abundantly distributed resource rather than being channeled to a single protagonist. This generates real involvement and powerful commitment;
6. Transparency is essential
One of the biggest advances has been the improvement in communication. Decisions were discussed openly, objectives shared clearly, and challenges tackled together. Figures were discussed in real-time at management team meetings, and everyone was able to ask questions, give opinions, and make suggestions in a process of free but responsible sharing. The lack of secrets strengthened trust in the team. Because truth and transparency are always the best way to get buy-in from human beings who, by definition, are intelligent;
7. The long-term vision unites
Instead of putting out the fires of the moment, this experience forced the team to think about the future. Together, they redefined the direction of the organization, building a strategy that reflects the values and ambitions of everyone, not just a single leader. They end the year with a strong solution for continuity in the leadership of the organization, built together, that will lead to a new leadership team, even stronger and full of energy to honor the legacy and build the future.
Reflecting on this experience reinforces my conviction that a healthy team doesn’t just depend on a central figure, an inspired, motivated, and empowered leader, but also on a collective effort in which everyone has a voice, responsibility, and visibility.
This journey has shown that sometimes, the true potential of a team only emerges when obstacles become catalysts for change. And above all, I saw what I teach every day in my classes: leadership is not a title but a state of mind that is shared and practiced with consistency.
A Merry Christmas and a great 2025 to everyone!
To listen a podcast about this topic, access here: