The Executive Transition Playbook

by Hilary Potts

  Chapter 3

  Implementing the Executive Transition Playbook

  If you don’t know where you are going, you’ll end up somewhere else.

  – Yogi Berra

  The Executive Transition Playbook gives structure to work through all the key steps of your transition. As you start applying the steps, you will find yourself working back and forth, returning to areas, adding to the information in the forms, and generally turning the Playbook into the tool that is appropriate for you. Remember that your transition process should give you the information you need to act effectively. Expand your plan beyond your comfort zone to ensure that you are covering all the bases.

  I have found, though, that many leaders work in a specific sequence and pattern. The timeline shown in Figure 3-1 sets out a common sequence, pattern, and timing for implementing the Playbook. This timeline is just a suggested guide, but if you follow it, you will get what you need from the Playbook. Some executives start with this high-level timeline, and then develop more detailed transition activities mapped across a three- to four-month calendar. Others prefer to create more of a project plan overview that includes the key areas to focus on. Chapter 9 outlines the specific business elements to review during your transition period.

  While the forms visually depict what information to consider in your Playbook, the emphasis is less on filling out the form and more on thinking through your approach and taking action.

  As you read through this book, you will find information, thought-provoking questions, and worksheets to help you create your transition plan. Use the Executive Transition Playbook Activities in Figure 2-3 and the Executive Transition Playbook Timeline in Figure 3-1 as guides in developing a plan that fits your leadership style and the business.

  Chapter 4

  Ensuring that Your Transition Stays on Track

  Leadership is the challenge to be something more than average.

  – Jim Rohn

  A well-planned transition enables you to get up-to-speed and to build working relationships with your new colleagues. The conversations that take place in the transition will move beyond interview-depth discussions to the realities of running the business. Onboarding checklists are terrific management tools, but are not sufficient for executives to lead themselves and the business through the transition. The key is to build the foundation of work and contributions for years to come.

  The Executive Transition Playbook is a strategic plan that incorporates both the physical components of a business transition and the personal/interpersonal aspects that help the executive cultivate new business relationships. I have found that a lack of awareness of interpersonal skills gets in the way more than technical skill gaps do. When you become more aware of your interpersonal skills and adept at improving them, you can become a more effective leader.

  While a successful transition does not guarantee that you will thrive, it does create a solid foundation from which to lead. On the other hand, if you are trying to transition into a new role without a defined plan, people may believe this is how you will approach the business.

  Ten Indicators that Your Transition Is Off Track

  It’s easy for well-intentioned leaders to get off track in their first few months, only to find they are disenfranchised and the organization has become disappointed with them. The leader then becomes isolated and struggles to be effective. What’s worse is that the leader’s job could be in jeopardy, and the company would have to find another way to get the work done.

  How do you know if your transition is off track? Figure 4-1 discusses ten indicators to watch out for. If you recognize yourself in any of these indicators, you know that it’s time to stop, identify what is going wrong, and take steps to turn your transition in the right direction.

  One of the goals of this book is to help you navigate around the rapids and waterfalls and give you a process to take control of your transition into your new role. Use your time wisely to pull together the information you need to learn about the organization, establish working relationships with your stakeholders, and begin to move the business forward. In a short time, you will become established in your role and will be working successfully on meeting organizational goals.

  PART II

  Leading Your Transition

  Chapter 5

  Asking for Help

  We’re all working together; that’s the secret.

  – Sam Walton

  You’ve accepted a new role. Precious time, resources, and money have been spent to find you. You were likely hired because of your prior experience and track record. The organization is counting on you to create a thriving business. To do that, you will need the organization’s support, starting with your transition.

  Typically, the Human Resources department can help you with logistics, but they may not fully understand your role or be in a position to help you with all your transition needs.

  If you are fortunate to get transition support, take it gladly. Otherwise, you may have to tell people clearly what you need. It is essential to start looking for the people who can help you as soon as you are onboard.

  Here are three key areas where you’ll want to ask for support.

  1. Working with you on the Executive Transition Playbook components

  Seek out others who can help you with your transition plan. Ask others where to find pertinent information to aid your learning process. Solicit advice on the areas the organization considers important to cover. Ask people to make introductions and arrange meetings to get conversations started. Seek input on how best to navigate the ins and outs of the company so that you can maximize the time you spend learning and connecting.

  2. Asking for what you need

  Request assistance early and often, and be clear about your needs. People in the organization may simply not know that they should be providing information, input, or support. Be aware that not everyone will be in a position to help — or want to — so be flexible about how your transition needs can be met.

  3. Preparing the organization for change

  Your entry signals change in the organization. If you sense that people do not understand why you have been brought on board, ask your boss or the Board to work with you to communicate the reasons for the changes. Pay attention to how people react to your entry into the role. Are people grieving over your predecessor, or are people anxious for you to get started? This input provides data about how people handle change. Use this opportunity to learn about the organization’s history with change in both large and small initiatives. How did people handle the changes? Pay particular attention to the organization’s culture and how work gets completed. Any changes you make will affect the ways of working and the culture of how people approach the business. Look for clues so you can anticipate any resistance and skepticism you might face when making changes in the future.

  If You Need Help, but Are Afraid to Ask

  Here’s a secret: People tend to avoid discussing how to make a new leader’s transition effective until it is too late. While a new leader is likely chosen for the role because of past performance and knowledge, there is no guarantee that the new leader will be successful in a new assignment.

  Because people were obviously speaking highly of you during the recruiting process, you are entering the organization and your new role as a “superhuman” who is thought to be equipped to handle any leadership challenge. The Board or senior management will try to be polite and respectful, giving you room to figure things out for yourself. Or, by contrast, they may become so involved that you feel as if you are being micromanaged.

  While the Board and others try to be helpful, they may not be capable of advising you on the nuances of the transition. You may want assistance but are afraid to ask, as this may be seen as a sign of weakness. And, unfortunately, there is the stigma that only leaders with “performance issues” seek help. You can do yourself and the organization a favor and state when you need help and what you require. When in doubt, ask
for assistance. This opens the dialogue, and people around you will feel more comfortable sharing insights and giving you feedback.

  Organizations can offer the necessary transition support only if they know your needs. If you require advice, find your own support, though, because this is a vulnerable time for you. If you are fortunate enough to have advisors and other confidants, seek their guidance. Additionally, ask the organization to retain the services of coaches, consultants, or others, so that you get the support you need as you work through the transition options.

  Chapter 6

  Gaining Clarity about Your Role

  Whenever things go a bit sour in a job I’m doing, I always tell myself, “You can do better than this.”

  – Dr. Seuss

  Get Clear on Your Roles and Responsibilities

  When you are clear on your roles and responsibilities, you can create value without questioning whether what you want to do is within your job scope. One chief marketing officer I worked with joined a company that had no written roles and responsibilities. The company simply expected leaders coming into a role to know what to do. This can create unnecessary fits and starts in terms of what a leader assumes are the role and responsibilities for the job. Clarity enables leaders to actually get the job done.

  The marketing officer assumed she alone was accountable for making specific decisions for the business in her area of expertise, marketing, only to find out that her boss assumed he would be involved in the decisions. Unfortunately, her early conversations with her boss turned into uncomfortable discussions clarifying expectations, rather than useful discussions about growing the business.

  Some organizations have clearly articulated roles and responsibilities; others do not. It is best to use your early time with your boss to discuss scenarios to clarify your role, including such areas as authority, decision-making, and key activities.

  A RACI chart can be a useful guide to getting conversations started about who does what. RACI stands for Responsible, Accountable, Consulted, and Informed (see Figure 6-1). You and your boss can use a RACI chart to outline roles, clarify how decisions get made, define interactions between functions, and clear up ambiguities. A RACI chart is an objective way to guide conversations with your team, with peers, or with other leaders. Whether you share the RACI chart with others or use it as a personal exercise, it will help you clarify your questions and better define your role accountabilities.

  Set Goals with Your Boss

  In most businesses, even the chief executive officer is accountable to someone whom I will loosely call “the boss.” Your own boss has a vested interest in your achieving success. Your role is situation dependent and will require coordination of your goals and expectations with those of your boss. Try not to be surprised if the realities and the focus of your role change from when you first discussed the role in the interview process. While any strategic and visionary ideas you have may be relevant and useful, the realities of delivering the business targets take precedence and drive your priorities. So collaborate with your boss by working through a goal-setting exercise together. As you develop clarity of direction and a sense of how you will work together, you will be setting the foundation for a solid working relationship with your boss. There may be others who can give you insights on how to best work with your boss.

  Figure 6-2 sets out the framework to prepare for goal alignment and business review discussions with your boss. Depending on your reporting relationships, this template can be used when talking with Board members or the CEO. A similar template may be useful for your direct reports to fill out when they are working with you. Here is an overview of the parts of the business review framework:

  Business Review

  Use every opportunity to stay in lockstep with your boss regarding the business. Put your business plan on one page for easy discussions with your boss and others. Use the one-pager to reconnect and make sure the business activities are aligned with the company’s mission, vision, and strategy.

  ◆Do you and your boss have the same perspectives on the business?

  ◆Where do you agree, and where do you see things differently?

  Take note of any sage advice your boss gives you about your transition, the people, and the business.

  Performance Indicators

  Understand how success in the business is measured and how you will ultimately be measured. Get clear about your goals, as well as your boss’s

  performance goals, as sometimes these can be similar or different.

  ◆What goals and metrics does your boss have for you, for the transition, and for the business?

  ◆Are these the same goals and metrics you expected?

  ◆How can you align your goals and metrics with those of your boss?

  ◆What scorecards or dashboards are used to monitor the business?

  If the business doesn’t use a scorecard or some type of dashboard, create one. This will help you easily review the business’s metrics and performance.

  Strategic Initiatives

  Provide updates on key initiatives you’re working on, and outline how your boss can support these efforts. All too often, there will be far too many initiatives, so it’s better to prioritize and focus on what will give the most positive impact to the business. Check with your boss on what’s important and what can be postponed.

  Opportunities and Challenges

  Use the time you spend with your boss to identify challenges and find workable solutions. Your boss is one of the few people who can relate to the challenges both you and the business face. Surface any items regarding the business, leadership, or your role. Develop a way to resolve issues and concerns with your boss — sooner rather than later. Listen to your boss’s advice and counsel on ways to take advantage of the various challenges and opportunities.

  Engaging Others and Managing Relationships

  Seek your boss’s guidance and assistance in identifying key relationships both inside and outside the company, and in making introductions to cultivate strong relationships. What insights does your boss have about forging these relationships? Can your boss assist with framing important conversations? Are there specific people in the company who are considered the “informal leaders” or “key influencers” that you should get to know? Who can help you in tapping into the organizational knowledge and in engaging others? Discuss strategies to engage the organization in upcoming changes.

  Resource Requirements

  What resources do you need to help make the business more successful? Such resources may include requests for additional staffing, financial support, freedom to act, clarification of policies and procedures, information technology, or any other essentials of the business.

  Roles, Expectations, and Working Together

  One of your roles is actually to enable others — including your boss — to be successful. Get clear on your roles and responsibilities, so that you are aligned around how you will work together. How does your boss prefer to communicate and be kept informed? Arrange for regular check-ins to keep each other informed. Determine how you and your boss best complement one another. Are there certain things that annoy your boss? When and how does your boss want to be actively involved? What’s the best way to work on joint initiatives to avoid any confusion or overduplication of efforts? Solicit feedback so you can make adjustments as appropriate.

  Professional Development

  Gain your boss’s feedback and insights on how you are transitioning into the new role. Which behaviors do you need to change, or to adopt? Which skills do you need to acquire to perform well in the new role? Build personal development actions into your transition plan.

  Not every boss will be available for regular meetings. If you have a clear idea of what you want to cover, you will be able to better utilize your discussions in the allotted time.

  Chapter 7

  Preparing to Lead in Your New Role

  Pay attention, as your thoughts become words. Your words become actions. You
r actions become habits. Your habits become your character. Your character becomes your destiny.

  – Chinese proverb

  Match Your Leadership Approach to the Business

  What you say and do affects the actions of others. Even what you don’t say speaks volumes. People count on clear directions and guidance to enable them to do their work. Leaders who inspire and motivate others will surely see their businesses thrive. It’s not a matter of their charisma; it’s about understanding how to set clear direction, provide meaningful work, and help others to perform at their very best.

  You cannot assume that your leadership approach and actions will work in any role and in any organization. As your role changes, so should your leadership approach. Begin to cultivate self-awareness around how your thoughts and actions play a role in how you lead others. When you are aware of the impact your actions have on others, you can self-regulate what you say and do to bring out the best in those around you.

  Transitioning into a new role is a perfect time to assess how you are leading others. You will always find an area to develop or improve. Consider revisiting past performance reviews, leadership assessments, and feedback, and also seek input from others who know you well in a working role.

  Personal SWOT Analysis

  You may be familiar with a SWOT analysis in assessing your business. I recommend that you conduct a personal SWOT analysis — identifying and assessing your Strengths, Weaknesses, Opportunities, and Threats — to understand your current approach to leading as you take on a new role. As an executive, you most likely have a preferred working style. Doing a SWOT analysis can shed light on your leadership strengths and personal preferences, and can pinpoint areas in which you might become even more effective. As your role expands and the business environment changes, your actions must change, too.