Tips for Senior Executives starting a new role
You have been headhunted or recruited into a new senior role as CEO, head of a division, or head of an important support function. You need to set out the way you mean to go on, so here are some top tips to consider as you start your new job:
Top tips for when you arrive:
#1. Avoid the rainmaker syndrome:
Do not try and prove how much new business you can produce in a short or immediate period. It may impress some new colleagues but it will create a rod for your own back if you cannot continue to produce new business at that same rate. If you’re stepping up to a new leadership role, remember it’s less about your output, and more about the direction you show others.
#2. Be clear as to why you are there, and what you want to do:
The people in your team cannot then complain as to what and why things are happening. This can be a usual reaction as most people hate change, even though they may expect it with a new leader. A three month plan, produced in 4 weeks, then written up and agreed with management is a good way to set out your agenda.
#3. Listen first, then act:
Whilst you may think that you know what is wrong with the new company that you are joining, your new colleagues may not agree with you. Stop, listen and ask open questions as to why the business does what it does. You may find some interesting insights that are not publicly available such as on the company website.
#4. Trust yourself, and get control:
Whilst the HR department and other senior managers will tell you about the strengths and weaknesses of some of your team, you must trust your own judgement in evaluating them. There will be a moment quite soon when you will have to decide to get rid of a senior colleague because they will not support your agenda
#5. Show humility:
Avoid trying to prove that you know more than your colleagues. Instead, enquire as to what are their major challenges and how can you help them overcome them. This is a vital element in creating the right impression internally.
#6. Show, don’t tell and don’t refer to past glories:
Another temptation is to refer to how things were done in your previous company. This may be useful to you by way of comparison and contrast but it almost always irritates your new colleagues. They will think to themselves: ‘Well, if XYZ Corp was so good, this person was obviously pushed out and we have hired a failure’.
Top tips for the next steps:
#1. Don’t suffer the dead wood.
There will be cynics and naysayers who will think your arrival will produce no improvement for them and the company, despite your declarations and intentions. You will need to decide how you will deal with them. Do not allow the naysayers to persist for three reasons.
i) It is normally demoralising for others who may have an open mind on your approach.
ii) If you do not confront your detractors, you will be perceived increasingly as weak and ineffective. So doing nothing is not an option.
iii) Customers often meet these folks one to one. If colleagues are aggravating internally, they’re probably aggravating to customers too.
#2. Be brave.
There will be a major inflection point when you fire a senior person. This has two advantages: firstly, that you are serious: ‘pour encourager les autres’ (and a leader not to be messed with) and secondly, you will be seen as getting things done despite any perceived obstacle.
#3. Take a real interest.
Modern smartphones can be very helpful in recording short notes on people. Cultivate your listening skills and log personal information that your colleagues may share with you unsolicited. It may be the names of their children or a hobby that they enjoy. Being able to recall such information at the appropriate moment can transform relationships, so that your colleagues see you as a caring and attentive person. This builds loyalty to you and enhances your personal ‘brand’.
#4. Be consistent with all stakeholders.
Remember that managing upward and downward relationships well can be hard. Most managers can be good at one but not at both. Be the exception that proves this rule wrong.
#5. Plan, execute and reflect.
Most managers struggle to plan properly and regularly, sometimes completely ignoring the reflect part. Reflection can be the most important function in building your continued success in your new role, so make time for it.
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