That sentence landed like a punch in the gut.
It wasn’t theoretical. It wasn’t about a process. It was directed at a leadership team who had chosen silence over action. Because facing a tough situation within their own circle felt… uncomfortable.
A serious issue had been left unaddressed for too long. Everyone knew. No one spoke up.
The cost of staying silent
Why did this happen? Because the person at the centre of the issue was part of the leadership team. Because silence felt easier than confrontation. Because « it’s not my responsibility » is a tempting excuse.
But being part of a leadership team means being accountable for more than just your department. It means standing up for what’s right, especially when it’s hard. It means carrying the business together.
When you join a leadership team, your role changes, even if your title doesn’t.
You’re not just Head of Marketing, Finance, HR or Ops. You’re part of the team that steers the company.
And that role doesn’t come with a manual.
Beyond the title: the true meaning of executive leadership
New leaders often focus on managing their direct reports, leading their own function, hitting their own KPIs. That’s the part they know.
But they forget, or simply don’t realize, that leadership also happens with peers in cross-functional conversations. When decisions are made that impact the whole business.
Some stay on the sidelines. Some observe quietly. Some wait to be invited in.
But the truth is: you’re not just a guest in the leadership room. You’re one of the hosts.
That’s why stepping into a leadership team deserves more support.
The three dimensions of leadership presence
It’s not just a job upgrade; it’s a shift in identity. You need more than a 90-day plan with a list of operational tasks. You need clarity on how you want to lead.
Not just what you’ll do, but how you’ll show up:
- With your team (downwards),
- With your peers (sideways),
- And with the business (upwards).
How will you contribute to shared goals? How will you break silos, instead of reinforcing them? How will you be part of the solution, every single day?
Finding your place in the leadership team
The journey from successful department leader to valuable executive committee member isn’t automatic. It requires intentionality and often benefits from professional guidance.
A thoughtful 90-day plan should include not just operational deliverables but also behavioural commitments:
- How will you contribute during executive meetings?
- What cross-functional initiatives will you champion?
- How will you balance departmental advocacy with organizational prioritization?
- What will your approach be when you spot problems outside your direct area?
New leaders often focus exclusively on mastering their functional responsibilities while neglecting the equally important dimension of horizontal leadership. They don’t consider how they’ll collaborate with peers, break down silos, or contribute to collective decision-making.
Building your leadership brand
Successfully navigating this transition to executive leadership creates value on multiple dimensions:
- Corporate impact: You contribute to breaking down silos and driving organizational performance
- Team development: Your department benefits from broader visibility and integration
- Personal brand: You establish yourself as someone who balances functional expertise with enterprise thinking
This last point shouldn’t be underestimated. In interconnected business environment, leaders who can transcend departmental boundaries and drive collective performance are increasingly valuable.
Your leadership legacy starts here
If you’re new to a leadership team, don’t underestimate this transition. Get support. Define your path. Own your place at the table.
Create a deliberate plan for how you’ll contribute beyond your functional expertise. Consider engaging a coach who can help you navigate this complex terrain. Set clear intentions for how you’ll show up in your first 90 days, not just in your department, but at the leadership table.
Because when you lead well, your team grows, your business scales, and your leadership legacy begins.
What challenges did you face when first joining a leadership team? How did you navigate the transition from functional leader to enterprise leader? Share your experiences in the comments below.
Caroline Doche – The human at the heart of the brand
