Why Smart Leaders Fail: The Missing Link Between Trust And Execution

Forbes

01-06-2025

Leadership Under Pressure: The Missing Link Between Trust and Execution
Research from the Corporate Executive Board (now part of Gartner) and Harvard Business Review estimates that 50 to 70 percent of new executives fail within their first 18 months, regardless of whether they are hired externally or promoted from within. With good intentions, these leaders double down on execution while neglecting the relational work and organizational acumen that enables lasting change. In doing so, they underestimate the importance of political acumen, stakeholder alignment, employee mindset shift, and relational equity. As a result, they struggle to realize the cultural shifts required for their strategic and operational agendas to succeed. What's missing is not often a better strategy or execution—it's trust. And without it, even the most innovative leaders and well-designed plans fall short.
Chris Zook and James Allen, authors of The Founder's Mentality, and leadership expert Patrick Lencioni have emphasized that organizations rarely fail because of the technical aspects of the business, like strategy, innovation, and marketing; they fail because of people-related issues. Zook and Allen found that 85% of executives attribute stunted growth to internal factors rather than external market forces. Lencioni's work in his book, The Five Dysfunctions of a Team, makes a compelling case that trust is the foundation of high-performing teams and the lack of it derails team and organizational performance. At its core, leadership is not only about direction but also about connection. As John Maxwell puts it, 'People don't care how much you know until they know how much you care.' Contrary to corporate opinion, caring sells. It accelerates the translation of vision into tangible outcomes.
Trust is not built through an impressive slide deck or a bold strategic plan; it is created in everyday interactions and shared experiences. Investing in these experiences is vital for leaders whose abilities are still being evaluated and whose trust-based relationships have yet to be formed. Chip and Dan Heath, authors of The Power of Moments, said shared experiences create connection, deepen trust, and build relational memory. These moments are not limited to off-sites or milestone celebrations; they occur when teams navigate challenges, reflect after wins and losses, brainstorm under pressure, or listen to each other. Shared experiences don't need to be grand, but they must be authentic.
Feelings are rarely discussed in organizations because their impact on performance is difficult to quantify. However, shared experiences are shaped by how people feel after interacting with you. Maya Angelou wisely said, 'People will forget what you said, people will forget what you did, but people will never forget how you made them feel.' The emotions that leaders evoke in their teams influence engagement, trust, and execution. If that's true, the question becomes: Are you filling your team's emotional tank with confidence, clarity, and respect or draining it with fear, defensiveness, and detachment?
To win over your team, you must connect with their heads and hearts to move their hands to action. Otherwise, they will drag their feet and ultimately head towards the door.
In my experience, a clear pattern emerges across industries and leadership teams: when shared experiences are missing, people disengage. They may appear aligned, nodding in meetings and following direction, but they withhold honest feedback, compete with each other, avoid challenging assumptions, and are reluctant to take ownership. What begins as quiet compliance often evolves into costly silence. Even innovative leaders would make poor decisions when they lack input from those closest to the work. It's no surprise that 70 percent of organizational change efforts fail.
I once coached a leader who had just been appointed to a senior role. He was driven, visionary, and eager to make an impact. However, frustration set in quickly. He sensed passive resistance from team members and, instead of engaging, dismissed their feedback and sidelined their input. The real problem? He believed he got the job because he was the most competent, so he skipped the relational groundwork that could have provided insight, revealed context, and built trust. As a result, the organization stalled.
This is the missing link between trust and execution: shared experiences. It turns direction into alignment, compliance into commitment, and talent into a unified team. Without shared experiences, even the most compelling strategies fail because people don't just follow your credentials; they follow who they trust.
How do you regain confidence when trust is low, silence sets in, and momentum stalls? In my work coaching and helping executives and leadership teams through high-stakes transitions, results are a lagging indicator, and when leaders fixate on this, they struggle. Instead, focusing on a shared purpose and cultivating relationships helps restore alignment and drive results. To help leaders transition from disconnection to energized, I developed The Trust-Shared Experience Matrix. It's a practical framework grounded in two critical dimensions: trust and shared experience. When represented on a 2x2 matrix, relationships typically fall into one of four zones:
Trust-Shared Experience Matrix
The goal isn't to just diagnose where a relationship stands, but to help leaders identify the relational barriers that block execution and offer paths to move each relationship forward. Below are tips to help you get started:
At every transition, a shared purpose acts as a catalyst for progress. Without it, people lose direction, but with it, they progress.
Take a moment to reflect on the vital relationships in your leadership circle: peers, direct reports, cross-functional partners, and customers. Ask the following:
Next, categorize each name into one of the four zones of the Trust-Shared Experience 2x2 matrix. Now ask:
Camaraderie brings people together. When you navigate tough times, share laughter, or spend late nights working with someone, your trust in them deepens. Caroline Santiago, a global executive leadership advisor and Navy SEALs coach, emphasized that camaraderie is one of the most underutilized superpowers in high-performing teams. It is the driving force behind success, moving people from co-workers to co-owners. It fosters a sense of 'we are in this together,' not 'I am on my own.' It produces the emotional glue that binds teams together through uncertainty, conflict, and rapid change. The true power of shared experiences lies in the results and connections built among people.
Strategy doesn't fail in isolation; it fails due to a lack of trust, common purpose, and co-ownership. When leaders invest in shared experiences, they restore alignment and ignite commitment, creativity, and execution at scale. That's the missing link between trust and execution, and it's what separates smart leaders who fail from those who thrive.