6 messages that help execs start off on the right foot
20 January, 2014 by Kim Patmore
Leadership Transitions: Tell Your Own Story, Before Others Do
Kim Patmore is a former CFO of First Data Corporation and is one of CEB’s Leadership
Transitioning to a new business leadership role is exciting and overwhelming at the same time.
Common questions abound for the new leader: “How will I fit into the new culture and work with colleagues? How will I communicate what needs to be done to be successful?”, and so on.
Communication may be the last thing on a new executive’s mind but the announcement of the new role won’t fail to fire-up the rumor mill. This is why it’s important to tell your own “transition story”, and replace idle speculation with the facts. Authentic and sincere communications with real follow-through and accountability will quiet even the most vocal objectors.
The best advice that I ever received as a transitioning leader was about delivering and repeating clear messages from the beginning. The repetition is especially important, even when it feels that you cannot possibly communicate the message one more time. It pays to realize that some of those listening to you will be hearing (really hearing) the message for the first time.
Six Messages to Communicate
There are six messages in particular that you should get across:
1) Happy to be here: Communicate an introductory message that includes references to the positive aspects about the company, people, culture and why you are excited to join and lead the team. Briefly outline your initial plan of action, priorities and timing.
2) I want to hear you: Listen to your direct reports, peers and other stakeholders and ask about their immediate concerns regarding your new role and the organizational effects of the leadership transition. People want to be heard and also want to know what your new role means to them specifically.
3) I will address your concerns: Empathize and be as candid and open as possible, but don’t construct solutions hastily before you understand the facts, people, and culture. Resist snap decisions and instead communicate the process that you will use to determine the 120-day plan for the organization and the expected results.
4) I have a plan to work together: Develop and communicate a 120-day plan, including interim milestones and how results will be measured. Clearly communicate how this plan includes input that you have received and also aligns with the company’s overall vision and strategies. Make a “call to action” – specifying what needs to be done and when. The plan and the message should be clear that there is a bias for action and that success requires teamwork.
5) This is how I like to operate: Establish a routine of one page, biweekly communications to your direct reports, peers and other stakeholders. Talk about your observations, the basics of how you prefer to operate – open door policy, meeting protocol, etc. Consistently repeat the “call to action” and provide milestone updates related to the 120-day plan.
6) This is how we will measure success: Develop a reporting dashboard to show milestone achievement and the overall results of the 120-day plan. Dashboard reporting demonstrates accountability and repeats your messages in a clear and concise way to all of your stakeholders. In addition, the dashboard format becomes the building block for future work and results measurement.
In summary, being a transitioning leader is exciting and hard work. Help yourself and your team by clearly communicating your own story.
© 2014 CEB. All rights reserved.
Common questions abound for the new leader: “How will I fit into the new culture and work with colleagues? How will I communicate what needs to be done to be successful?”, and so on.
Communication may be the last thing on a new executive’s mind but the announcement of the new role won’t fail to fire-up the rumor mill. This is why it’s important to tell your own “transition story”, and replace idle speculation with the facts. Authentic and sincere communications with real follow-through and accountability will quiet even the most vocal objectors.
The best advice that I ever received as a transitioning leader was about delivering and repeating clear messages from the beginning. The repetition is especially important, even when it feels that you cannot possibly communicate the message one more time. It pays to realize that some of those listening to you will be hearing (really hearing) the message for the first time.
Six Messages to Communicate
There are six messages in particular that you should get across:
1) Happy to be here: Communicate an introductory message that includes references to the positive aspects about the company, people, culture and why you are excited to join and lead the team. Briefly outline your initial plan of action, priorities and timing.
2) I want to hear you: Listen to your direct reports, peers and other stakeholders and ask about their immediate concerns regarding your new role and the organizational effects of the leadership transition. People want to be heard and also want to know what your new role means to them specifically.
3) I will address your concerns: Empathize and be as candid and open as possible, but don’t construct solutions hastily before you understand the facts, people, and culture. Resist snap decisions and instead communicate the process that you will use to determine the 120-day plan for the organization and the expected results.
4) I have a plan to work together: Develop and communicate a 120-day plan, including interim milestones and how results will be measured. Clearly communicate how this plan includes input that you have received and also aligns with the company’s overall vision and strategies. Make a “call to action” – specifying what needs to be done and when. The plan and the message should be clear that there is a bias for action and that success requires teamwork.
5) This is how I like to operate: Establish a routine of one page, biweekly communications to your direct reports, peers and other stakeholders. Talk about your observations, the basics of how you prefer to operate – open door policy, meeting protocol, etc. Consistently repeat the “call to action” and provide milestone updates related to the 120-day plan.
6) This is how we will measure success: Develop a reporting dashboard to show milestone achievement and the overall results of the 120-day plan. Dashboard reporting demonstrates accountability and repeats your messages in a clear and concise way to all of your stakeholders. In addition, the dashboard format becomes the building block for future work and results measurement.
In summary, being a transitioning leader is exciting and hard work. Help yourself and your team by clearly communicating your own story.
© 2014 CEB. All rights reserved.
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