Surviving the new CEO
The old order changeth yielding place to the new- Lord Tennyson
The coronation of the new CEO is done and he is all set to take over the reins. For the CEO everyone is a new entity as much as he is a stranger to others. Obviously, the board has appointed him for a purpose. They expect him to act and take decisions
swiftly. He has to put the company on the fast track of growth. To meet these expectations, the new incumbent is expected to take appropriate decisions.
Everyone expects that heads will roll and fresh blood will be brought in once the new CEO assumes office. He is predisposed to think that the employees are more interested in glorifying their past achievements (under the earlier head) rather than think forward and support him. This precipitates some of his firing orders.
The employees are all ears and eyes during this period of transition, as each one wants to show the new boss that he is behind him and will support him in all his decisions.
Employees will have to thus tread cautiously and be emphatic in their support for the CEO’s agenda for change. This will ensure that their power and position in the organisation is retained. Those who go about their work with a nonchalant attitude are committing a faux pas because it just shows their indifference and lack of reaction to any kind of change and even make the head fire them.
A negligible few CEOs take up their position with an agenda to fire people. Nevertheless, if employees continue to live in a state of inertia and try to justify their actions, then the CEO may be forced to do just that. Though the new set of people he brings may not be any better than those who left, at least the chief trusts them to follow his instructions.
So, if you do not want to be caught in the firing line, be prepared for the transition phase and plan your actions. You need to act fast and decisively in a proactive manner.
The first thing is to gather some background information about the new CEO. For this you can approach his former company, the PR department will have the information, or you can gather information from the web and trade journals.
You can also catch up with contacts in your network who can give you the required information.
The information gathered will help you understand how the person in question operates, his success in past jobs, his style of working and how he got the current job. Try and be extra nice to the executive secretaries, they will know more about the new head’s agenda and the board’s discussions than anyone else.
They would be willing to informally share what they know provided someone asks them.
Once you are armed with the necessary information, you can anticipate the information and feedback that he will need and provide it.
This will help you guess his agenda and be prepared with your plan of action to tackle the same. You can also decide on issues you can support and those you disagree with and prepare your reasons for the same.
Thereby, you will be prepared for any change. Your proactive approach will definitely help and you will gain the CEO’s trust and confidence in the bargain.
Another masterstroke would be to present your plan of action and updates to the CEO when the situation is fluid which is the initial days of the transition.
The chief might accept your ideas more readily. Later on, he will become rigid in his thinking.
A major mistake on your part could be doubting the new person’s abilities and voicing the same with others in office.
Your doubts could travel up the grapevine and the new head may come to know. This will paint you as a potential adversary. So, be prudent. Remain silent and keep your views to yourself.
If your are heading a team and your subordinates ask you for details on the new chief’s agenda for the company, the best option is to evade by saying you are not aware.
Most importantly, in your eagerness to impress the new boss do not make new commitments and put your subordinates in a spot. They will never forgive you.
Handling a new CEO and dealing with the transition phase requires careful planning and acting decisively after anticipating his actions.
This proactive approach will portray you as a key player in the organisation and an indispensable part of the new regime.
HEMA GOPALAKRISHNAN
faqs@cnkonline.com
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