On importance of being replaceable; 
Types of Teams; A Framework to transform your team into a Self-Leading TeamThe power of aThe Leadership Lesson of 1993 nudge
In 1993, I was 26 years old, leading logistics for a Bosnian government agency for humanitarian aid. Sarajevo had just endured a year of war and siege, and every day was a fight for survival—not just for me, but for an entire city cut off from the world.
Then, my mother died.
She passed away in Slovenia, three countries away.
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Under normal circumstances, I would have been by her side.
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But these were not normal circumstances.
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The siege meant there was no way out, and even if there had been, leaving would have meant abandoning my post. Aid had to keep moving, supplies had to get through, and people were depending on us.
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The decision wasn’t just painful—it was defining.
That’s when I realized something that would shape my entire career: to be a great leader, you have to be replaceable. Leadership isn’t about being the irreplaceable center of a team—it’s about building a team that can lead itself, no matter who is at the helm.
Three Types of Teams
Over the next 30 years, I worked with many teams—across industries, across cultures, and across crises.
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Some teams thrive.
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Others struggle.
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And through all of it, I’ve come to recognize that teams fall into three categories:
1. Teams in Name Only – These teams exist, but they don’t function as a unit.
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They lack clarity, accountability, and trust.
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Everyone is busy, but little gets done.
2. Above-Average Teams – These teams get results, but they rely heavily on strong leadership.
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They remind me of News from Lake Wobegon, where “all the men are strong, all the women are good-looking, and all the children are above average.” They’re good—but not great.
3. Elite Teams – These are the rare, self-leading teams.
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They don’t just execute; they elevate.
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They push boundaries, solve problems before they happen, and operate with a level of trust and ownership that makes leadership almost invisible.
The bottom line: I’ve been fortunate to be part of several elite teams in my life.
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And I’ve found that self-leading teams aren’t a mystery.
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They can be built—intentionally.
The Seven Components of a Self-Leading Team
Self-leading teams don’t happen by accident. They share seven fundamental components, which I call the Elite Leadership Framework:
1. Purpose – They know why they exist and what they’re working toward.
2. People – They are made up of individuals who are skilled, committed, and aligned.
3. Trust – They build trust intentionally, creating an environment where accountability and support go hand in hand.
4. Conflict – They embrace conflict as a tool for growth, not something to avoid.
5. Rituals – They establish habits and systems that reinforce their culture and cohesion.
6. Adaptation – They remain flexible and responsive, knowing that survival depends on it.
7. Results – They deliver results that matter—consistently and exceptionally.
The bottom line: Self-leading teams are elite teams.
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And the best part? Any team can become one.
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