When Terry became CEO, she knew the transition would be tough.
Trent, the founder, was still around—on the board and in the office.
Terry’s task: prepare the company for an exit.
Trent’s dream: develop new products.
Conversations over coffee turned into quiet directives.
Key people were torn between two leaders.
Terry noticed the subtle shifts.
Projects stalled. Decisions were questioned.
The shadow organization, loyal to Trent, was real.
Terry felt the weight of two conflicting visions.
She called Trent for a heart-to-heart.
They needed to speak as two leaders with a common goal.
The next day, they stood united before the team.
They blended Trent’s innovation with Terry’s strategy.
Slowly, the company found its path forward.
Navigating the Phantom Leadership Trap took trust and alignment.
Only with real leadership did Terry escape the Phantom Leadership Trap.
