Sam Learns Why Trust and Openess Are So Important

Stalling Growth

Sam leads a vertical products group for a multinational business spanning five continents. Over the past seven years, he’s worked tirelessly to grow his product line from ￡100M to ￡500M, achieving an impressive 25% CAGR. However, last year, progress stalled. His division seemed to have reached its growth ceiling, and the pressure to deliver the new three-year plan was mounting.

Despite strong revenue growth, margins remained stagnant. The economies of scale Sam had expected were elusive—something his more advanced competitors had already mastered. The CEO made it clear: renegotiating targets wasn’t an option, as the company relied on his division’s free cash flow to fund investments in other product lines and territories. With the pressure building, Sam felt the weight of intense scrutiny. He needed a solution that worked for everyone—and fast.

At the annual strategy day, growth was top of the agenda—again. It felt like déjà vu. Last year, faced with the same challenges, the team had reorganised, focusing on winning products and cutting middle management they deemed redundant. This should have streamlined operations, improved communication, and reduced overhead. But while the changes were well-intentioned, the results were underwhelming. Despite optimistic updates, Sam could see no real progress.

In fact, clearer communication channels seemed to have highlighted more problems, and with fewer people to address them, the situation felt worse. Sam began questioning his team’s capabilities. Were they excellent in good times but ill-equipped for tougher challenges? And, more worryingly, was he the right leader to steer them through this storm?

A Ray of Hope

Amid these difficulties, one small success stood out. Masoud, the leader of a Customer Services team within one of Sam’s product lines, was achieving outstanding results. Regardless of the customer, product, or implementation, Masoud’s team consistently outperformed expectations.

Masoud had been hired for his domain expertise, and while his manager, Freja, recognised his team’s excellence, her efforts to replicate it in other teams failed. Freja and her peers believed Masoud’s success was a product of his expertise, and as long as overall results were in line with others, it seemed easier not to question things too deeply.

Sam, however, was curious. He brought up Masoud’s team during an executive discussion, only to be met with silence and the usual refrain of “everything’s fine.” Frustrated, Sam eventually proposed investigating Masoud’s success. Everyone agreed, but weeks later, the investigation produced no useful insights.

The topic faded into the background until Sam visited a key customer. This customer managed by Masoud’s team explained that exceptional customer service was the sole reason they remained loyal and continued to expand their relationship. Reviewing the financials, Sam saw the impact: retention rates and revenue growth were far above average, and service requests were significantly lower. Masoud’s team was clearly doing something different—and it was working.

A Chance Encounter

Still troubled by the lack of answers, Sam confided in Jo, a friend from a business network who had successfully grown her own division. Jo listened carefully and began asking pointed questions:

? “What happens when you ask your executives to take action?”

? “How do they handle bad news?”

? “What do their direct reports think of their leadership?”

Sam’s answers painted a worrying picture: tasks were agreed upon but rarely followed through; bad news was either hidden or sugar-coated; and the organisation was plagued by frustration, high turnover, and unproductive onboarding cycles. Jo nodded knowingly.

“I’ve been there,” she said. “I learned that you can’t just push harder or do more of the same. To tackle strategic challenges, you need to create an environment where people feel safe to speak up, challenge ideas, and take ownership.”

Jo explained how her own leadership style had evolved. She moved away from relying solely on authority and results, instead focusing on creating the right conditions for her team to excel. “It’s not just about skills or talent,” she said. “The real game-changer is fostering an environment of trust, openness, and accountability.”

The Missing Ingredient

Jo introduced Sam to a concept that had transformed her team’s performance: an environment where people feel safe to take risks and be themselves.

“Many leaders think they’ve created a safe workplace because stress levels are manageable, or the health and safety track record is good. But this isn’t about physical safety—it’s about whether people feel free to question decisions, voice concerns, or admit mistakes without fear of blame.”

Jo pointed out the warning signs Sam had described: silence during meetings, a lack of honest feedback, and a culture of avoidance. “These behaviours show people are afraid of the consequences of speaking up. Without addressing this, you’ll never unlock your team’s full potential.”

The Path Forward

Sam asked Jo how she turned things around. “It wasn’t easy,” Jo admitted. “We needed outside help to create a roadmap, build trust, and gain quick wins to build momentum. Once we got started, the impact was undeniable. Teams became more collaborative, decisions improved, and performance skyrocketed. Even our Board embraced the programme after seeing its results.”

Jo explained that focusing on this environment didn’t mean ignoring skills or performance. “We combined skill development with creating the right environment. This way, the team was both equipped and motivated to succeed.”

The Journey Begins

Sam reflected on their conversation. He realised that improving his team’s environment wasn’t just a solution for today’s challenges—it was an investment in sustained success. Back in the office, he picked up the phone:

“Hi, Masoud? I’d like to visit your team with Freja. I have some questions about what makes your team so effective.”