Emerging leaders’ instincts are often to demonstrate care for their teams by protecting them from organizational complexity, shifting strategies, and changes in directions. 

A pseudo-aligned team appears cohesive, collaborative, and productive on the surface, rarely disagreeing. 

High-performing, high-impact teams are often misaligned.

Emerging Leaders have come into their leadership roles at a time where “coaching” is emphasized but often misunderstood or miscategorized as leading.

FROM: "We've got a lot going on; let's skip our meeting this week."

TO: "Our 1:1 meeting is one of the most productive meetings of the week."

Where are you adding processes instead of addressing performance?