NDUNA - Executive Advisor to the Chief

High performers exploits new opportunities during rough times

In an ever changing world, any CEO or senior executive need to show results. Financial crisis or not.
In tough times winners don’t quit but stay on the ship and ride off the storms doing their best to make the ship survive and enter a safe haven to deliver the results. But what happens when the Captain or CEO is shifted during a storm or another crisis? In the first 60 days with the new CEO, chopped off heads will be rolling around the deck. How do you make sure that you will survive and even exploit the situation? How do you make sure that you are still a vital member of the leading team bringing real value to the voyage?

1. Take the initiative and show your willingness
First you need to show your goodwill. Show the new CEO who you really are and what you stand for. Get on the stage and risk your neck in other words. Whether he likes what you are saying or even disagree, he still gets the impression that you are available with opinions and that you are willing to offer these to him in order to move the ship forward. If you do not show up with your ideas, values and suggestions, he will draw his own conclusions about your views, not leting yourself have a say. That can be fatal. Instead, take the initiative and show your willingness to help him realize his vision.

2. Focus on the task – not yourself
Do not start negotiating your next compensation package during the first 3-6 months. The new CEO wants to make his own impression of your performance, monitor what’s going on (and not going on) and then make any adjustments he might find relevant. Consider that you might even prepare yourself to find yourself in another position that might be lower ranking than the one that you have now. If you show flexibility in that kind of organizational thinking, the new CEO might see you as a leader wanting the best for the organization even if it includes sacrifices for yourself.

3. Find out how his working style is. Ask him.
You need to analyze, reflect on and even ask the new CEO about his working style. How is his learning style? Is he an extrovert visual thinker? Is he an introvert audio-minded learner? How does he use his hands when he communicates? How is his gestures, his body language? Is the body language dynamic? What kind of metaphors is he using? From soccer, hunting, family, racing? Try to de-code his learning styles and check it with him by asking him directly. “How do you want me to communicate with you? How often, which media do you prefer? What kind of communication do you hate?”

4. Tell it as it is.
You gotta tell your new boss the truth as you see it. Do not try to paint a rosy picture of how it could be if only… Do not come up with any excuses, but explain status quo. Show him the negatives. Show him the figures, the challenges, the options as you see them and tell him how you are going to make things a success. Have an updated and effective game plan ready and present it to him in a convincing way. That means in a way where he can tell that you really believe in it. If you don’t, revise it and start over.

5. Show up – get in the traffic.
You need to demonstrate that you have commitment to his strategies. If you do not believe in them start doing it or bail out. Secure face time with your new boss so your get to know him fast. Take on special project in which you must interact extensively with him over a short period of time. You need to show that you are part of the game. Show yourself in the traffic of the organization. Get out in the streets and start earning your new street credibility.

6. Tell the true story.
Tell the story of the organization based on budget facts. If you cannot document it, don’t tell it. It might be seen as a cover up. That is not what is needed. What is needed is that you help your CEO combine his visions with operational facts of the organization. In this way he will get a strong foothold and start performing at a realistic level. Your job is to help your new CEO translate his vision into tangible results.