First impressions can make or break a new CEO

Rather than make a splash, the first 100 days should be used to listen, build trust and prepare the ground for bigger things to come, write Thomas Keil and Marianna Zangrillo

 
…Even for seasoned executives, taking on a new CEO appointment is highly demanding. Our research suggests there are some simple principles that can be followed to convert an apparently impossible challenge into something more manageable:

• Every word counts. People are eager to get to know the new leader and will watch them closely. Initial communications should be clearly thought through, planned out, and controlled. It should not be underestimated or even delegated.
• Listen rather than speak. As a newcomer, even very experienced executives are well advised to withstand the temptation to offer advice too quickly and listen to understand the new context.
• Engage in principles- and value-based communication. Instead of jumping to conclusions on an organisation they do not yet know, new CEOs should focus on communicating what they stand for as a leader. What are their key values and principles? However, despite the need to listen and learn, it is essential for new leaders to start selling the mandate—the purpose they were appointed for.
• Build the network. To be effective, CEOs need to build a strong roster of internal allies within and beyond the top management team and identify any toxic individuals within the senior groups that may set the new leader up for failure.
• Refrain from misguided early action. Instead of aggressively engaging in early actions, CEOs should weigh initial actions carefully and focus on learning about the organisation. Early actions are likely to be based on insufficient understanding.

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Πηγή: blogs.lse.ac.uk