New VP at 200+ Employee Company Encounters Unstructured Executive Team: How to Approach the Challenge
Overview
A newly hired VP in a strategy-focused role presents a candid perspective on how day-to-day leadership operations are functioning within a 200+ person company. While the organization boasts strong values, good culture, and noticeable potential, the executive team’s workflow appears disorganized and not strategically oriented.
Current observations
– Most leadership time is spent on granular, project-by-project operations rather than high-level strategic work.
– Meetings feel administrative: weekly sessions are heavily focused on individual projects; monthly meetings mainly recap last month’s results.
– There is a lack of deliberate meeting preparation: no clear agendas, pre-reads, notes, or follow-ups, and participants often arrive without structure.
– The overall vibe is courteous and friendly, but the process is “soft” and could benefit from greater structure and intentionality.
– The new VP did not intend to overhaul the culture on day one and recognizes that diagnosing and addressing leadership culture is a long-term endeavor.
Dilemma
– The new VP wants to improve the executive operating rhythm but is concerned about overstepping, becoming a critic, or expending political capital too early.
– The central question is how to surface and address these organizational gaps without appearing negative or naive, or attempting to change culture unilaterally.
Possible avenues to consider (conceptual, not prescriptive)
– Private, respectful conversation: Consider a discreet, constructive discussion with the CEO or relevant executive to share observations and potential opportunities, framed around improving efficiency and alignment rather than criticizing people.
– Lead by example: Demonstrate structured practices within the VP’s own area (clear agendas, pre-reads, objectives, and follow-ups) to model a more effective operating rhythm.
– Incremental improvements: Propose small, feasible changes that add value without a large cultural disruption, such as standardized meeting templates, owner assignments, and decision-making criteria.
– External support: Contemplate bringing in an external facilitator or consultant to help design an operating rhythm for the executive team, if aligned with leadership priorities and budget.
– Assess readiness and timing: Weigh whether the potential benefits justify the political effort and whether there is visible receptivity across the leadership team.
Request for feedback
– Has anyone faced a similar situation where the executive team was operating without a clear structure?
– What approaches were effective for introducing more strategic, process-driven leadership without appearing confrontational?
– How can a new VP balance accountability and collaboration while navigating organizational politics early in tenure?
Closing
The situation presents a meaningful opportunity to elevate organizational performance. With careful, tactful communication and deliberate modeling of structured practices, it may be possible to foster a more strategic and disciplined executive operating rhythm that aligns with the company’s strengths and potential.
