When the new Chief Operating Officer stepped into the role, she wasn’t new to the organization—yet the weight of the seat was something different. She’d been promoted internally, trusted by the CEO, and was eager to lead. Yet it didn’t take long for friction to surface. Some of her fellow leaders questioned her decisions. One peer went around her to direct her team, even yelling at her in a moment that left her shaken and in tears. She felt dismissed, disrespected, and unsure if her voice would carry.
As the only millennial on the leadership team, she saw things others didn’t—or wouldn’t. Rising housing costs. The pressure on younger staff to make a living in Colorado. The disconnect between strategy and people. Her perspective often felt like a lone voice in the room. “Will I be allowed to lead?” she wondered. “Or am I just filling a seat I don’t fully own?”
The operations team she led mirrored the same struggles: siloed, critical of each other, and far from the organization’s mission. She knew she wanted support, and the CEO offered coaching through the broader work Trebuchet Group was doing with the team. Her goals were clear: use her voice more effectively, manage the imposter syndrome that sometimes crept in, and find a healthy way to lead in tension—especially with peers.
Together, she and the advisor focused on three core areas:
Navigating peer conflict. One of her executive leadership teammates repeatedly bypassed her and criticized her work. She felt bullied—and at times, defensive. Through coaching, she practiced being direct while staying grounded. She began addressing issues head-on, like asking that peer to rescind a duplicate request sent to her team. When she felt micromanaged, she named it. Not from a place of blame, but from curiosity. She learned to share how her reaction was showing up—and then ask what was happening for the other person.
Strengthening her own team. She turned her focus to her department. Instead of assuming her team leaders knew what she expected, she got clear. She named shared expectations, checked in regularly, and held people accountable—without backing down. The shift was noticeable. Operations became smoother. Her next-level leaders began running things without needing her in the day-to-day.
Setting boundaries. She stopped saying yes to everything. She said no when asked to pick up work left by an unfilled role. She said no to old patterns of covering for underperforming peers—especially when she was already working long hours. Saying no gave her space to lead where she was most needed.
When an underperforming peer was finally let go, the COO didn’t retreat—she had equipped herself to be able to step up confidently. Partnering with another senior leader, she helped guide the leaderless function through a challenging transition. Even without deep technical knowledge, the COO brought steady leadership. Because her operations team was solid, she had the capacity to lead beyond her formal role.
By the end of the coaching engagement, things felt different. She was confident in her role—and others saw it too. She wasn’t defensive when challenged. She paused, noticed her reaction, and stayed curious. She had honest conversations with her team, even when they were tough. She’d grown into a strong, calm presence at the leadership table.
Or in her own words: “I also want to thank you for the coaching you’ve provided to me over the past three years. I learned so much, and feel like I’ve grown (particularly in conflict management/relationship building) as a result of your direction. It sure was a wild ride in this role of COO!”
This story isn’t about fixing weakness. It’s about growing into strength. Less defensiveness. More confidence. And a much stronger, healthier approach to leading others—even when the ride gets wild.
