A New CEO Coming On Board From Europe
I envy an email network colleague! A new leader is taking over their organization. As I understand it, he is coming from one of their European operations. Watching changes in leadership are fascinating to watch!
Some are successful, some are not. Almost every time, the early actions of that person set the tone for their administration and the legacy they leave behind when they are gone. In other words, their success or failure hinges on the first days or weeks in the new setting. Is he a class act or just another leader? The class act leaders instinctively know they are the new kid on the block.
They know their position and title comes with a certain amount of built in respect (and likely some fear), but they don’t. They may have been respected in their last position, but they know that they have to earn that respect all over again in their new position.
They know that image is everything. The image they present the minute they walk in the door that first day is a critical part of their success. People watch the way they walk, the way they talk, the way they dress and the way they interact with people.
When they walk down the hall, they know they either come across as the guy who looks like he spilled a cup of coffee on the drive to work that morning, or someone who is glad to see everyone they meet.
So what do they do those first few days in the new role? The successful ones know they have to be seen and heard, in person, by as many of the organization as possible, as soon as possible.
They know the rumors were flying even before they came on board. They know they are being watched to see if the rumors are true. They know some have already made up their mind about them.
My collegue is so right about being concerned the initial introductory process goes well. Particularly when someone comes in from Europe. That person (in her case, the person coming in is male) will have built in perceptions about Americans and we have the same built in perceptions about Europeans. Fortunately, in most cases, neither of the perceptions is totally correct. The only way to bridge that culture is for the new leader to reach out. He is the new kid on the block. The new organization will have a wait and see attitude. The first moves are up to him and they are critical for his success. He needs to have continuous meet and greet sessions at the start, to listen, and ask for advice in moving forward.
Anyway, my two cents. I really do envy her. It’s a fascinating process! I would love to know how things go! Best wishes to her!
Hey, anyone have any good or bad experiences they would like to share?
