Leonard, the chairman of a global consumer goods company, was wondering what to do with the two co-CEOs running the firm. Although it had seemed a great idea to have two individuals at the helm, this arrangement had led to conflicts, stalled initiatives, and an overall lack of direction. Some of the company’s most valued executives had left.

Before Leonard had put the co-leadership structure in place, some of his peers had pointed out to him how rare it was. The health sector was one exception, with successful dyads composed of one person having medical expertise and the other, administrative skills. Leonard knew of several professional service and family firms that also thrived with co-leaders. What had gone wrong?

The benefits

There are times when the benefits of shared leadership can outweigh its risks. A leadership dyad can enable two people to lead in a unique, constructive way and, in doing so, surpass what could be accomplished individually. When two people are prepared to critically challenge and support each other, it can yield more creative and better-quality strategic solutions.

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