Case and Materials
Newport News: Breakthrough Expectations
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![Lisa Cox]()
![Mitch Weiss Headshot]()
![Kimberlyn Leary headshot]()
- Authors Lisa C. Cox, Mitchell B. Weiss, Kimberlyn Leary
Last Updated
Topics
Collaboration, Strategic Leadership and Management
Location
United States
Overview
How can a young, newly elected mayor build collaboration and unity in a council-manager system of city government? Thirty-three-year-old Mayor Phillip Jones of Newport News, Virginia, believed that collaborating across the city would be key to getting things done. As he took office in 2023, he was preparing for a critical retreat with city officials shortly after a tragic school shooting. What strategies can mayors use to exercise soft power in a “weak mayor” system? And how can they navigate difficult team dynamics to make progress on an ambitious agenda?
Introduction
Phillip Jones, at just 33 years old, stepped into the role of mayor of Newport News, Virginia with a clear sense of urgency and purpose. Drawing on his military background, Jones felt that one of his priorities should be organizing a team retreat to bring his key leaders together and solidify a shared vision.
Jones envisioned the retreat as a space to establish the norms, set priorities, and foster trust among city officials, while also laying out his broader vision for Newport News. He wanted everyone to have an opportunity to put egos aside and focus on what mattered most: working collaboratively for the city’s future. In addition to leading key discussions himself, Jones planned to enlist the help of graduate students to run team-building exercises and introduce examples of successful transition teams from other cities—models that would inform his own idea of an “opportunity team” that would operate for the first six months of his administration.
However, as Jones began settling into his new role, tragedy struck. A six-year-old student shot his teacher at a local elementary school, thrusting Jones into the heart of a crisis. While still a new face to many in the city, Jones acted quickly, coordinating with city officials and offering support to the community. The retreat Jones had planned suddenly took on even greater significance as a way to ensure city leaders were aligned and prepared to navigate the complex challenges ahead. Should Jones still host the gathering and if so, how? And which strategies will he use to exercise soft power in a “weak mayor” system and lead through a crisis while navigating difficult team dynamics?
Guides for using this case are forthcoming.
Learning Objectives
- Understand the importance and core components of a successful team launch, and learn how to lead and adapt it to specific team dynamics and contexts.
- Develop strategies to translate a team launch into ongoing team processes and know when to re-launch for continued alignment.
- Champion the value of team launches, balancing time concerns with the benefits of team cohesion, while practicing humility and active listening as a leader.
- Explore strategies for leaders with limited formal authority, such as mayors in council-manager systems, to effectively position themselves within the leadership structure.
