A CEO who was new to the role spent much of his time editing and signing off on his staff’s memos, emails and other communications. Within months, his team began turning over.

A first-time CFO continued to perform the tasks of her previous controller role, failing to handle her new duties and undermining the new controller. Six months later, she was let go.

A newly hired company president told his new leadership team, “It’s going to take a long time for me to trust you.” His message struck the wrong chord, and his team quickly became defensive, disengaged and disgruntled.