I’m facing a difficult situation and need guidance. I’ve been with a mid-sized global accessories brand for years—first as head of PR, then I transitioned to brand ambassador when I started a family. The company has been my professional home, and I’ve watched it grow.

About a year ago, we were acquired, and a new president came on board. Since then, I’ve witnessed troubling changes: longtime senior leaders being systematically replaced, decisions that contradict our brand DNA, and a cultural shift from collaborative and caring to fear-based and competitive. I know this isn’t just perception—I’m still close with many current employees who share these concerns.

Here’s my dilemma: I’m longtime friends with several board members, particularly the chairman. I genuinely believe the new president is making serious mistakes that will eventually impact profitability and damage the brand we built together.

Should I approach the chairman directly? Talk to a few board members first? Or stay silent until someone asks my opinion?

I want to help, but I don’t know the right move.

Charan

The Response

I understand your concern, and I recognize the difficulty of watching something you helped build change in ways that feel wrong. However, before taking action, let’s examine this situation from multiple angles.

Consider the Reality of Leadership Transitions

Change is inherently difficult, especially when it disrupts familiar patterns. New leaders often bring different approaches that can feel jarring to those who loved the old ways. While your concerns may be valid, it’s important to recognize that some of what you’re observing is normal transition turbulence.

New leaders typically bring in trusted team members—it’s standard practice, though painful for existing staff. The emotional attachment you and others feel to “how things were” is real, but it doesn’t automatically mean the new direction is wrong.

Critical Questions to Ask Yourself

Before approaching the board, honestly assess:

1. What are your stakes?

What do you personally stand to lose or gain by speaking up?
Could having “something to gain” affect how your concerns are perceived?
If you have something at risk, that’s important context—but if you have something to gain, it may undermine your credibility.

2. How serious are your concerns?

Is this whistleblower-level misconduct, or is it leadership style differences?
Are you prepared for the consequences if you’re labeled as someone who went around the president to the board?
Do you have concrete evidence, or are you relying on secondhand accounts?

3. Can you substantiate your claims?

If challenged to reveal sources, do you have permission to name names?
Are you completely clear about what specifically you’d share?
Do you have documentation to support your observations?

4. Have you considered direct engagement?

Do you have enough relationship with the new leadership to raise concerns constructively?
Could you share that employees are feeling excluded without making it adversarial?
Is there an opportunity to bridge understanding rather than escalate?

Understanding Board Dynamics

Here’s a reality check: board members and chairs typically trust the leaders they’ve hired. They focus on financial metrics and strategic outcomes. Without concrete data, your concerns risk being dismissed as gossip or predictable resistance to change.

My Recommendation: A Measured Approach

Start documenting everything. Keep detailed records of specific decisions, their marketplace impact, and observable culture shifts. Data makes your concerns credible; emotions make them questionable.

Test the waters carefully. Since you have existing relationships with board members, consider casual conversations to gauge the landscape. How do they view the transition? Are they aware of culture concerns? This helps you understand whether your perspective would be welcomed or rejected.

Explore direct dialogue. If there’s any possibility of constructive conversation with the new leadership team, that’s your best first move. Share observations about employee concerns without making it personal. You might be surprised—sometimes new leaders simply don’t realize the impact of their approach.

Share resources thoughtfully. If people are struggling with the changes, point them toward tools for adapting more effectively rather than fueling resistance.

Continue doing excellent work. Maintain your professionalism and encourage your friends to do the same. Sometimes transitions stabilize once initial turbulence passes.

Prepare for Both Outcomes

The ship may right itself, and your concerns will become moot. Or you may be absolutely correct, and your documented observations could help avert serious damage.

Keep excellent records. Listen for openings. Hope for the best. Prepare for the worst.

The key is approaching this thoughtfully rather than reactively—and ensuring that if you do speak up, you’re bringing evidence, not just emotion.

Best wishes,

Yogesh