Loyalty, to me as a senior executive, has never meant loyalty to an individual alone; it means candid professional loyalty to the organization itself. In startups and small to midsize companies, this becomes even more important. While executives may be selected by owners based on merit, what is truly expected is stewardship — protecting the company’s interests, values, reputation, and long-term sustainability. Having served in operational leadership roles in such organizations, I often considered my responsibility toward the founders and owners almost like that of an extended family member. Every transaction, decision, negotiation, and process was approached with the intent that it be not only commercially sound and competitively priced, but also ethical, legally compliant, and aligned with local, state, and federal regulations so that no future risk or liability would arise. Personal loyalty has value, but institutional loyalty carries even greater responsibility. My highest commitment has always been toward truth, compliance, governance, and the long-term health of the organization. This also meant having the courage to disagree. True loyalty is not silent agreement. It is the ability to respectfully challenge decisions, raise concerns, and stand firm when experience, knowledge, or subject-matter expertise indicate a different path. I have been fortunate to work with leaders who valued this honesty and trusted that my intent was never opposition, but protection of the company and its future. For me, loyalty is not obedience. It is trust with integrity. It is courage with responsibility. And above all, it is placing the organization’s enduring interests above temporary convenience or personal comfort.

@Luísa Gonçalves You have tried to talk with the team leader without consequences. A full team meeting before aligning privately with the team leader can backfire. It may make her feel exposed or defensive, or blame something else on you, which can harden resistance instead of opening change from both ends. Rather to be on safe side keep an HR person with you of the same gender or race and talk to that team leader. 1. Align privately, clearly, and firmly Have a direct 1:1 with that team leader with an HR person as mentioned. Share specific behaviors (not general complaints), the impact on the team, and set clear expectations for change. Let her know this is support—but also accountability. 2. Gather team input safely (not confrontationally) Instead of an open group airing, collect feedback in a structured way (anonymous or 1:1 moderated). This keeps it honest without turning into a blame session. 3. Co-create a simple action plan + follow-up With the team leader, define 2–3 concrete behavior changes (e.g., communication tone, workload pacing, check-ins). Set a short review timeline (2–3 weeks) and monitor progress visibly. This way, you protect her dignity, give the team a voice personally, and keep yourself in control of the outcome—not the emotions in the room, and not receiving any blames at your end too.

Thanks to all members.