From Peer to Leader: Rallying the Executive Team After Internal Promotion
Internal promotions to the CEO role are more common than many think. But when a leader moves from "one of the team" to being the leader, the shift isn't just in title — it's a deep redefinition of relationships, power, and trust. Former peers may struggle to see the newly promoted CEO as the final decision-maker, which creates subtle resistance, territorial friction, or lack of alignment. The promoted CEO often finds themselves caught in a grey zone: still seen as a colleague, but now responsible for making tough calls and driving outcomes.
This transition matters because a misaligned executive team erodes credibility fast. If the CEO isn't perceived as a unifying force, key decisions stall, behaviours become misaligned, and internal politics fill the vacuum. In several cases we've seen, even high-performing teams under previous leadership begin operating with second-guessing, quiet sabotage, or avoidance — all of which puts business execution at risk.
We supported one first-time CEO in exactly this situation — promoted internally after years of peer-level relationships. The early signs of tension were subtle: missed deadlines, backchannel discussions, and decisions being reversed. We stepped in to reset the leadership dynamic. Through a series of 1:1 deep-dive sessions with the CEO and each executive, we uncovered personal drivers, pain points, and sources of resistance. We mapped stakeholder behaviours and influence paths, then designed a targeted intervention plan. This included joint workshops, CEO coaching, and redefined interaction rhythms. Within 90 days, the executive team was not just aligned — they began championing the CEO's direction publicly. The CEO's credibility soared, and decision velocity improved dramatically.
If you're navigating a similar transition or looking to strengthen your executive team dynamics, we'd be happy to discuss our approach.