Same players. Different team.
The big picture: When the U.S. Men's National Team needed a spark before the 2026 World Cup, U.S. Soccer didn't overhaul the roster.
It changed the leader.
Most of the team's core players remained. The major move was hiring Mauricio Pochettino, one of the world's most respected managers, to unlock the potential of a talented but inconsistent group.
Why it matters: In business, struggling organizations often assume they have a people problem.
Sometimes they have a leadership problem.
The USMNT appears to be betting that culture, accountability and belief can elevate the same talent to a higher level.
What's happening: In a recent ESPN story, midfielder Tyler Adams offered perhaps the most insightful assessment of Pochettino's impact:
"I don't want to say that he's changed the culture — I'd say he's brought the culture out of us."
That's an important distinction.
The talent was already there. The commitment was already there. The pride in representing the United States was already there.
What changed was the environment.
According to Adams, Pochettino established clear standards from day one: don't break trust, don't break the rules, and don't disrespect teammates. Every player would be held accountable, regardless of status or reputation.
Between the lines: Leadership expert and MIT professor Edgar Schein argued that leaders shape culture not through speeches or slogans, but through what they consistently reinforce, reward and model.
Great leaders don't create culture from nothing. They uncover what's already working, give it a name, and make it contagious.
For leaders: Most leadership development programs spend significant time teaching leaders how to solve problems, make decisions, and manage performance.
We recommend our clients spend equal time teaching leaders how to uncover strengths, reinforce desired behaviors and create environments where people can do their best work.
The goal isn't to manufacture culture: it’s to reveal it.
The bottom line: When performance stalled, U.S. Soccer didn't decide it needed different people.
It decided the same people needed different leadership.
That's a lesson every organization should remember: Before replacing talent, ask whether your leaders know how to bring out the best in the talent you already have.
