We have a deep cultural divide between our legacy operational leaders and the high-powered new executives we hired to help us prepare for our exit. How do we build trust and get these two factions to work as a single team?

Question

Tyler Smith · Accepted Answer

This friction occurs because legacy leaders feel threatened by the new hires, while the new executives feel slowed down by legacy processes. To bridge this divide, you must establish a formal Charter that aligns both groups under a single set of expectations. Gather the entire leadership team for a dedicated session to align on the Trust and Same Page pillars of your Charter. Trust is built through vulnerability, not corporate team-building events. Start by having everyone share their personal histories and their biggest professional frustrations. This humanizes both sides and removes the operational armor. Next, reinforce your Core Values as the ultimate filter. New executives must exhibit the Humbly-Confident value, respecting the historical context that built the company. Legacy leaders must show a Grow or Die mindset, accepting that the strategies that got you here will not get you to a successful exit. Finally, align them on shared company Rocks rather than siloed departmental goals. When a legacy operational leader and a new executive are jointly accountable for a critical exit preparation project, they are forced to collaborate. Use your weekly Level 10 Meeting to keep their interactions focused on data and issues rather than personal friction. Over time, shared execution under a clear Charter will dissolve the political factions.