The Leadership Team Maturity Model

“A leader takes people where they want to go.
A great leader takes people where they don't necessarily want to go, but ought to be.“


The dichotomy between weak and strong leadership underscores the profound impact leaders can have on organizational culture, team dynamics, and performance. While ineffective leadership breeds dissatisfaction and toxicity, strong leadership paves the way for inspiration, growth, and the realization of collective potential within a team.

80% of employees have found themselves grappling with the challenges of ineffective leadership. This prevalent issue often manifests through weak leaders who heavily lean on their hierarchical authority, resorting to fear and retribution to extract productivity from their teams. This type of leader relies on power dynamics and cultivating an environment steeped in fear. These leaders tend to surround themselves with a circle of "yes" men and women, creating an echo chamber that stifles dissent and critical feedback.

The repercussions of such leadership are widespread disdain among team members who openly express their dissatisfaction and frequently engage in conversations about the inadequacies of their leaders. The absence of recognition and trust further compounds the problem, leading to demoralization and the establishment of a toxic organizational culture.

In stark contrast, effective leaders operate on a different paradigm. They serve as inspirational figures, motivating their teams and unlocking high-value leverage by helping each team member understand and realize their true potential. These leaders transcend the need to rely solely on personal charisma, hierarchical power, or mystique. Instead, they consistently focus on nurturing the fundamental competencies that define strong leadership:


1. Setting High Expectations: Effective leaders establish ambitious yet achievable goals, creating a culture of excellence and continuous improvement within the team.

2. Delegating and Empowering: Recognizing the strengths of individual team members, strong leaders delegate responsibilities and empower their teams, fostering a sense of ownership and accountability.

3. Coaching and Mentoring: A commitment to the development of team members is paramount. Strong leaders actively engage in coaching and mentoring to guide their teams toward success.

4. Holding People Accountable: Accountability is a cornerstone of effective leadership. Leaders ensure that each team member is responsible for their actions and contributions, maintaining a high-performance standard.

5. Nurturing a True Meritocracy: Striving for fairness and equity, strong leaders cultivate a culture where merit is recognized and rewarded, promoting a collaborative and results-driven environment.

leadership model competencies


Exceptional leaders elevate the bar for their team members, going beyond mere task delegation. They paint a vivid vision of ambitious goals that defy convention, inspiring everyone to strive for greatness. With an unwavering belief in their team, leaders inject profound motivation, igniting a collective passion to achieve extraordinary feats.

These high expectations act as a catalyst, unlocking the best within individuals. They encourage innovative thinking, foster audacious dreams, and fortify determination amidst challenges. Enlightened leaders understand that aiming high is not solely about attaining objectives; it entails unearthing hidden potential within every team member. This collaborative pursuit of formidable targets cultivates resilience and nurtures a culture of innovation.

Establishing high expectations is akin to sowing seeds of growth. Mundane tasks are transformed into opportunities for individuals to soar and realize their true capabilities. As everyone pushes beyond the limits to exceed these expectations, latent strengths and talents are unearthed, revealing untapped potential.


Effective leaders understand that fostering the growth of their team members hinges on the art of delegation and genuine empowerment. By entrusting responsibilities and unlocking individuals' full potential, leaders cultivate a sense of ownership, provide essential resources, and ignite intrinsic motivation for successful execution. This powerful combination propels individuals towards achieving their goals.

In organizations led by such high-performing leaders, teams operate like well-oiled machines. Each member optimizes their time and resources, resulting in a seamless flow of productivity. The absence of micromanagement and ambiguity surrounding accountabilities eradicates friction and enhances the work environment. The outcome is a cohesive and efficient team that thrives on collaboration and shared success.

Conversely, teams that struggle with delegation and empowerment face significant challenges. In such environments, individuals may lack accountability and motivation. The absence of clear responsibilities and a culture of indecision can contribute to a toxic work atmosphere. Being part of such teams can lead to frustration and a sense of stagnation.
Ultimately, leadership often makes the difference between high-performing teams and those that struggle. Leaders who embrace the transformative power of delegation and empowerment create an environment where individuals flourish, contributing their best to the team's collective success. 


Great leaders understand the transformative power of coaching and mentoring, adopting an approach that transcends traditional management styles. Instead of merely managing tasks and overseeing processes, strong leaders embrace a coaching mindset, recognizing that their actual influence lies in empowering others to unlock their full potential. In this paradigm shift, the hierarchical structure is inverted, and the leader becomes a guiding force, supporting individuals to thrive and catching them when they stumble.

At the core of this leadership philosophy are fundamental coaching principles. Encouragement becomes a cornerstone as leaders inspire their team members to push boundaries and surpass their own expectations. Feedback takes on a constructive tone, guiding individuals toward growth rather than focusing solely on performance evaluation. Suggestions for new tactics and approaches are offered not as directives but as collaborative insights, fostering a culture of innovation and continuous improvement.

Moreover, strong leaders take on the role of mentors, imparting invaluable knowledge and sharing the collective wisdom of experience. They become the architects of a guiding ethos within the team, illustrating "the way" things are done and instilling a sense of purpose and direction. This mentorship extends beyond the immediate tasks at hand, encompassing a holistic approach to the individual's journey within and through the company.

The ultimate reward for leaders who transition from managing to coaching and mentoring is the profound impact they have on the development of their team members. By investing time and energy in fostering growth, leaders witness the transformation of individuals into their full potential. It's a symbiotic relationship where a leader's success is intricately tied to the success of those they lead.

In essence, the shift from manager to coach signifies a commitment to people-centric leadership. It's a recognition that true leadership goes beyond overseeing operations; it involves actively nurturing a culture of learning, collaboration, and empowerment. As strong leaders focus on developing their team members, they create a legacy of growth and excellence that extends far beyond the immediate tasks of the present moment.


During my one-on-one discussions with leaders, a recurring sentiment often surfaces: "Nothing gets done," "There is a lack of accountability," and the plea for "better accountability." The tone in these conversations is frequently tinged with disappointment and carries a punitive undertone. However, the irony lies in the fact that leaders often misconstrue the nature of accountability. Contrary to common belief, accountability isn't a post-execution evaluation ("you didn't get this done"). Instead, the bedrock for fostering a robust and positive culture of accountability within a leadership team is laid before execution even begins.

The crux of effective accountability lies in people holding themselves accountable for their actions. The way to infuse this self-accountability is through establishing mutually derived expectations. This approach places the responsibility of defining the "when" and "how" squarely on the person entrusted with the execution. Rather than asserting, leaders engage in a series of thoughtful questions, shaping the framework for execution. These questions include:

"When is a reasonable time frame to complete it?"
"How are you thinking of your game plan?"
"Let's think through the high-level plan together."
"How can we best support you?"
"What do you need to execute it?"
"What risks should we look out for?"
"Why don't you come back to us with a plan?"
"OK, so we are aligned; what is the path forward?"

The beauty of mutually derived expectations lies in their ability to empower the accountable individual as a central driver of the "how" and "when" of execution. This approach enhances ownership, secures buy-in, aligns team members, fuels motivation, and propels execution forward. The person responsible for execution becomes a key architect in crafting expectations around the entire process. Mutually derived expectations set up effective and efficient execution.

In essence, this approach fosters a collaborative and dynamic accountability model, ensuring that accountability is not merely a measure imposed after the fact but a proactive and ongoing process that involves thoughtful collaboration, shared responsibility, and a deep understanding of the intricacies of execution. As leaders shift their focus to mutually derived expectations, they lay the groundwork for a culture where accountability is not a punitive measure but a guiding principle that propels the team toward collective success.


A true meritocracy serves as the motivational bedrock of a performance culture, allowing individuals to unlock and realize their full potential. In such an environment, team members are promoted and rewarded based on their skills, performance, and impact, free from the influence of personal connections, tenure, or political acumen. A true meritocracy transforms the company into an efficient market of talent and impact, creating a level playing field where the most capable and impactful individuals naturally rise to the top. By nurturing a meritocratic ethos, the leadership team fosters a culture of fairness, trust, and transparency, encouraging employees to invest in their professional growth. A true meritocracy not only leads to increased productivity and innovation but also ensures the retention of top talent, aligning promotions and incentives with the organization's strategic goals and forging a collaborative performance culture. Ultimately, a true meritocracy catalyzes individual career advancement, job satisfaction, and the organization's sustained success.

There is no stronger contrast to organizational performance than in comparing those organizations that are true meritocracies to those that aren't. In those organizations where the wrong people and ideas rise to the top, people don't know what they are fighting for. In such environments, employees may struggle to identify a clear purpose or reason for their efforts, leading to a lack of motivation and direction. Without a strong meritocracy, the potential and performance of individuals and the business suffer as individuals become disillusioned and disengaged.

High-performing leadership teams intentionally focus on nurturing and protecting a true meritocracy to ensure all team members are rewarded and celebrated based on their impact on the business and organization.


The stark contrast between weak and strong leadership profoundly shapes organizational culture, team dynamics, and performance. The prevalence of ineffective leadership, relying on hierarchical power, fear, and retribution, creates a toxic environment that breeds dissatisfaction and low performance among team members. Conversely, effective leaders unleash the organization's potential by guiding and inspiring individuals to elevate and realize their true potential.

Setting high expectations becomes a catalyst for unlocking individual potential, transforming tasks into opportunities for growth and innovation. Delegating and empowering, when done effectively, stretches individuals to grow in ways they didn't even know they could. Coaching and mentoring encourage individuals to lean on their strengths and address their weaknesses through thoughtful feedback. Driving accountability elevates execution, where individuals hold themselves accountable through mutually derived expectations. Finally, nurturing a true meritocracy serves as the motivational bedrock of a performance culture, unleashing motivation and creating a level playing field where the best are able to rise to the top based on their positive contributions and impact.

Strong leadership is not just about achieving short-term goals; it's about fostering an environment where individuals can thrive, contribute their best, and collectively propel the team toward sustained success. The transformative power of effective leadership goes beyond tasks and processes; it lies in the profound impact leaders have on the growth and excellence of their team members, creating a legacy that extends far beyond the immediate tasks of the present moment.