Adjusting to Leadership

So you’ve been newly named to a leadership position in your organization. If you’re anything like me, the experience was at once exciting, humbling and a little overwhelming. Here are a few lessons I’ve picked up about the on-boarding process as I’ve transitioned into my new role as ACPE’s CEO.

What I immediately appreciated is that getting the CEO job is basically a ticket to learn.  A good leader won’t isolate themselves in their offices and make pronouncements from a vacuum. You’ve got to reach out to the people who will help you make good decisions and also help reinforce the importance of those decisions. In my case, I talked to other CEOs, the members of the ACPE board of directors, and the leadership team within the organization, all of whom offered valuable insight as I began my new job.

Next, I began to immerse myself in the organization.  I met with every staff member to learn more about their jobs and solicit ideas on how they would improve ACPE. This not only helped me connect with the staff, it gave me a crash course on the organization’s culture. Recognize this is an ongoing process, however, and I myself am still listening and learning on a daily basis. Using a few visual management tools can be valuable as well – not everyone wants to give you their ideas directly. Indirect methods make it easier for some folks.

By soliciting all of this input, I felt better prepared to develop my vision of ACPE. Communicating this vision is one of the most important things a new leader can do. It gives everyone a common purpose and helps set priorities. It also ensures everyone is working on the same page.  Be sure that your vision is clear and compelling…some say it needs to provide a sense of urgency as well but that will depend on your own situational needs. Nonetheless, it’s hard to rally the troops around a lackluster message.

In implementing your vision, there are bound to be changes. Even wildly successful companies have areas that need improvement. But it’s important not to get too carried away. A good CEO recognizes an organization’s success stories and seeks to preserve them. Make sure that you don’t get so overzealous in throwing out the bad that you inadvertently jettison the good parts, too. Keep listening…

Remember: Change is scary. It just is. But it’s also necessary for any company that wants to grow and improve. By now, the staff knows your vision for your organization. So it’s not going to be a surprise that change is coming. But the more you can do to prepare them for these changes and include them in the implementation process, the smoother the transition will be. Reinforcing the importance of change should also come from your leadership team. This helps everyone recognize it is not just one talking head but that others are supporting the change process and this will contribute to success.

It’s also important to take things slowly. No matter how eager you are to start implementing your vision, it takes a while to get everyone on board. It’s better to ease into the transition instead of rushing ahead and expecting everyone else to catch up. Yes, you have a honeymoon period but everything does not need to happen in that proverbial “first 100 days” – take your time.

The process doesn’t stop once you’re officially “on-board.”  Ultimately, every organization is about people, and you want your people working with you. That means keeping the lines of communication open.  Be aware of what your staff is thinking and be clear that you’re willing to listen to their concerns and ideas. Continue to reinforce the vision you’ve outlined so that everyone has clear expectations.   Never stop listening; never stop monitoring.

Those are just a few of the things I’ve learned since becoming a CEO. What lessons have you learned about the on-boarding process? What advice do you have for those of us who are assuming leadership roles?