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Summary. The newly appointed CEO of Highstreet Properties has doubts about several members of the top team she has inherited. She%u2019s trying to drive a turnaround, the company has a complicated matrix structure, and some team members seem opposed to her strategy. She%u2019s debating replacing several of them, but she%u2019s worried about making too many changes too quickly, upsetting her board, and bringing in too many former colleagues.Shannon Levy, the new CEO of Highstreet Properties, stared out the window of the company%u2019s London headquarters, wondering whether she should call Justin Mooney and fire him. A once-thriving developer of retail malls, Highstreet had been battered by consumers%u2019 shift to ecommerce, Covid-19 mall closures, and internal discord over strategy. Shannon had been brought in to turn the business around. She was fast approaching her 100-day mark and already feeling behind on selecting, aligning, and motivating her senior leadership team.This evening she was focused on Justin, who led the company%u2019s portfolio of premium outlet malls in 26 countries. He had joined Highstreet straight out of college and firmly believed that because real estate markets had always been cyclical, in-store shopping would regain strength. He recognized that online was a fast-growing channel but constantly reminded his colleagues that it still accounted for only a quarter of global retail buying. He remained convinced that physical retailers had viable paths to growth. %u201cWe%u2019ve seen cycles like this before,%u201d he%u2019d lectured Highstreet%u2019s top executives recently. %u201cThe key is not to panic but to stay consistent and steady.%u201dShannon had just opened an email from Justin saying that he had to miss the team strategy offsite scheduled for the next day. He was meeting with a major retailer that was considering ending its lease in several dozen Highstreet locations%u2014a threat requiring his immediate attention. She saw this as yet another sign of his reluctance to embrace her leadership%u2014which, she felt, had started to percolate through the company. She%u2019d been hired to pull Highstreet into the 21st century and had outlined a plan to quickly close underperforming malls; pursue new clients that offered morecompelling retail experiences; and develop digitally advanced customer value propositions. She wanted the team to meet in person to align on the strategy before presenting it to the board later that month. But Justin had resisted her ideas at every turn.Complicating matters was the fact that among all the