Case Study: Aligning a C-Suite Team for Unified Success

A company’s C-Suite team, also known as the executive team, is known for making trailblazing decisions that can significantly help in business growth. Hence, it is of utmost importance for this team to make decisions that are aligned with the company’s core values and policies. The decisions made by the C-Suite serve as examples for future leaders and employees to carry forward an organization's rich legacy.

At R180, we had the opportunity to work with a retail company's C-suite team focused on expanding its market share with the ultimate goal of selling the business. The team approached us to conduct testing designed to uncover insights about its team dynamics and identify areas for improvement.

What stood out immediately was the striking lack of value alignment among the seven team members. Their ambitious goal of rapidly opening new retail locations across the UK highlighted these differences. Some members wanted to take a methodical, risk-averse approach, while others pushed for bold, fast-paced decisions. It was as if they all aimed to summit Everest but couldn’t agree on whether to take the steady path or paraglide during a storm.

In our workshops, we first focused on their shared strengths: their ambition and drive. These traits had fueled their success to that point and could serve as the foundation for a unified strategy. But as we dug deeper, we explored their Value Blockers — the unconscious behaviors that were holding them back. Each team member’s blockers created unique challenges that, when combined, made collaboration and decision-making difficult.

The workshops encouraged transparency, helping the team openly discuss their blockers and find ways to harness their strengths more effectively. For example, they identified that a detail-oriented team member could be relied upon to slow the pace and ask critical questions when decisions were being made too quickly. Others contributed their creativity, vision, or operational expertise at key moments, ensuring a more balanced approach.

Interestingly, through these discussions, their ultimate goal began to evolve. What started as a mission to maximize profits became a deeper aspiration: being a highly effective team that could lead the company with clarity, purpose, and alignment. They even created a company Value Profile — a shared “blueprint” of what the business stood for, so future employees would understand and embrace the culture.

By the end of the experience, the team left with renewed energy, improved productivity, and a unified direction. They were no longer simply chasing financial success but had found a way to align their values and vision, creating a stronger legacy for their company and themselves.

 

Challenge: Misaligned C-Suite Priorities Hindering Business Growth

 

A retail company's C-suite team was focused on expanding its market share, and each member wanted to achieve this differently.

While all seven members were unified in their goal of expanding across the UK, some were methodical and risk-averse. Some others were fast-paced and made bold decisions, ultimately creating differences among the decision-makers.

 

Our Approach: Revealing Hidden Blockers and Building Collaborative Strengths

 

We began by conducting our initial psychometric tests to map out each executive's core values and identify the unconscious blockers affecting their collaboration. This revealed a striking imbalance in their decision-making process — some leaders were highly risk-averse, while others prioritized speed and boldness.

Here are some key steps in our process:

1. The tests highlighted differences in how team members approached strategic decisions. We found that these misalignments often led to conflicting priorities and slowed progress on their market expansion goals.
2. Through workshops, we created a safe environment where team members could openly discuss their blockers and how these behaviors impacted decision-making. This transparency allowed the team to acknowledge and address their blind spots.
3. We encouraged the team to harness individual strengths to balance competing priorities. For example, a detail-oriented member became the voice of caution, slowing the pace to ensure a thorough evaluation, while other leaders contributed bold ideas and innovative solutions.
4. As the workshops progressed, the team evolved beyond their initial profit-driven goal. Together, they created a company value profile — a shared blueprint that defined the business's core values and future direction.

 

Results: A Unified C-Suite Driving Long-Term Success

 

The team emerged from the workshop with renewed energy, improved productivity, and a united commitment to their company values. Moreover, the executives realized the need to stay aligned with their values and vision while striving to meet their business goals. This team became an example by creating a strong legacy for their company.

 

Is Your Leadership Team Out of Sync?

   

An executive team plays an important role in driving business value, but true success comes when its members are aligned in their strategies and decision-making. As seen in this case study, even high-performing teams can struggle with misalignment, impacting their efficiency and long-term goals.

If your team is facing similar challenges, connect with us today to explore how we can help you build a more cohesive, high-performing leadership team.