New CEO or Wannabe?

Posted By: Robyn Greenspan
Filed Under: robyn greenspan, execunet, executive, ceo, onboarding, roundtables, general management, peer advice, george bradt

Comments (2)

Who better to learn what to do in the corner office from than those who have been there, done that? The experiential advice that comes from peers can often enlighten and help solve real-world problems that research, case studies and experts don't address. Sometimes just the added support and validation is enough to power through all the critical decision-making and stress that comes along with the role.

ExecuNet members in the General Management Roundtable pooled their collective wisdom for a first-timer who needed to hit the ground running on company growth plans and funding:

George Bradt, one of the General Management Roundtable moderators, co-author of several onboarding books and founder of PrimeGenesis, an executive onboarding and transition acceleration group, offered succinct key recommendations for delivering better results faster: "Take control of your message. Get a head-start before your start. Build a high-performing team."

"The number one priority should be an excellent member of the team who is LOCKED into the venture community that has done this before," said a president and CEO of an entertainment technology company.

"You need to take some fast actions on low-hanging fruit to show the organization and team that you are quick on your feet and a decisive leader," a CEO of a telecom company said, adding, "And as the CEO, you are responsible for the corporate culture, so make it clear early on what type of culture you are driving."

"From day one, make sure you build a workable/trusted alliance with the founders and that they are in agreement that you are the CEO both outside and inside the company," advised a software company CEO.

"Respect and fairness for your employees will allow you to lead them. Management is overrated; only leadership will achieve the highest goals," suggested a senior partner in a private equity firm.

The CEO of a commercial and retail bank said it was important to find a good mentor and to individually meet with board members in an informal setting. Also, to remember: "Stay calm; stay cool; stay collected."

"My advice would be to develop your personal networks while in the CEO position, to have a support system outside the company," reinforced a director of a pharmaceutical company, but "to develop a net in the event that the position does not work out to your expectations," he also cautioned.

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Robyn Greenspan's avatar Robyn Greenspan
Robyn Greenspan is the Editor-in-Chief at ExecuNet, where she is responsible for setting and driving the editorial content engagement strategy across the private business network's publications and expert-led programming. She is also a Huffington Post blogger. You can follow her on Twitter @RobynGreenspan

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Posted by Robyn Greenspan
07/29 @ 09:43 AM

Thanks, Rich. "Fail to plan and plan to fail" seems like it applies here. But, as you say, the best-laid plans can go awry so having a strong team inside the organization and peer network outside can provide support and qualified feedback.

Posted by Rich Gee
07/25 @ 06:32 AM

Robyn -

Outstanding article! It's clear that the real message is: PLAN. Don't just jump into the mix - have a roadmap of where you want to go and where you want to take your team.

I find that many C-Level clients are worried that if they plan, they might be dragged off-course. I counsel that it's okay if you go off-course, survey where you are and where you want to go - off-course might be a better route!

Thanks again for a powerful piece - Rich