In recent months, a record number of corporate chief executives announced that they’d be transitioning out of their current roles. 2024 has seen 50% more executive transitions (including terminations) than 2023, according to Forbes.
Such turnover represents both a challenge and an opportunity for the affected organizations, and for ambitious leaders just below CEOs and company presidents in the pecking order.
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If you’ve recently been elevated to a position of significant leadership or are hoping for such a promotion in the near future, it may behoove you to take bold, even decisive action as you settle into your new role. This is especially true if the organization is experiencing a broader transition (or turmoil) of its own.
Here are five strategies new leaders can pursue to make an early mark — and a strong first impression on the board members, shareholders and other stakeholders they answer to.
1. Show That You Know You Belong
Never forget that your superiors elevated you for a reason. Hopefully, they explained their thinking to you, at least to the extent that you have a general sense of what they saw in you.
This is certainly the case for longtime executives like David Miscavige, leader of the Scientology religion. Miscavige served for years as a close lieutenant of the religion’s founder, moving steadily into positions of greater responsibility. Eventually, it became clear that Miscavige was the best person to carry the vision into the 21st century and beyond; Miscavige never wavered in his embrace of the founder’s trust. The rest, as they say, is history.
2. Embark on a Listening Tour, But Don’t Drag It Out
It’s common for new leaders to embark on a “listening tour” of their department or organization, especially when their elevation occurs amid a broader strategic shift or a challenging period for the enterprise.
It’s often a worthwhile exercise. However, it’s important not to drag it out for too long or use it as a crutch to avoid making difficult decisions. At some point, you’ve heard all you need to hear, and further fact-finding produces diminishing returns. Action must follow.
3. Be Frank and Clear About Your Vision for the Future
This can wait until after you’ve completed your listening tour and done whatever other initial preparatory work needs to be done. But, again, don’t let it wait too long. Soon after officially assuming your new responsibilities, hold an all-hands meeting and deliver a comprehensive and frank accounting of your vision for the future of the organization or department you now lead.
Your tone and presentation at this important juncture is up to you. However, absent any immediate sensitivities such as merger negotiations or a looming restructuring that isn’t yet public knowledge, it’s wise to be transparent and straightforward about the significant changes that may soon come under your leadership.
“Even if this is an obvious setback for everyone, you need to confidently convey the information and leave no room for interpretation,” says talent management expert Susan Heathfield.
In other words, don’t elide bad news or make promises you can’t keep. Sooner or later, you’ll need to act decisively, and you’ll face fewer complications in doing so if your employees don’t feel blindsided then.
4. Deliver Easy, Early “Wins” for the Team
Your elevation into a new leadership role is also an opportunity to deliver good news — and tangible, positive outcomes — to and for your team.
One of your first priorities should be finding and executing on easy, broadly shared “wins” likely to boost morale and improve performance. For example, if your predecessor was inclined to be stingy with employee paid time off, institute a new, more flexible policy as soon as you’re able. (A good benchmark, per the Bureau of Labor Statistics: 15 days of paid time off per year for employees with at least five years of service.)
Take a similar, if more hands-on, approach with your direct reports. Perhaps one of your lieutenants is dealing with a family crisis and needs to work remotely part of the time, or would like to take some time off to settle a recently deceased relative’s affairs. Without giving the impression that you’ll always treat such requests as mere formality, think carefully about denying them (provided they’re reasonable) while you’re still working to engender goodwill.
5. “Manage Out” Those Who Don’t Share Your Vision
It’s all but inevitable that you’ll deal with some degree of employee turnover soon after assuming your new role.
Some of this will likely be voluntary. For example, ambitious former peers of yours might leave because they feel you took “their” job. They might convince some of their direct reports or peers to follow.
More difficult for all involved will be the involuntary departures necessitated by your new vision. Direct reports (and their subordinates) accustomed to doing things “a certain way” for years may be unwilling or unable to accommodate the new direction. Others may underperform as you emphasize new priorities or workflows. Clashes of personality or “style” might exacerbate these tensions.
However these dynamics play out, it will be on you to gracefully yet decisively — and expediently — make the personnel changes necessary to advance the organization’s interests.
Lead From the Front
Under certain circumstances, it really is the best course of action for leaders to “lead from behind.” For example, when you’re grooming a direct report to take on greater responsibility and hope to sharpen their leadership skills by giving them a bit more leeway to manage a major project, it’s reasonable to step back and let things play out.
However, as a newly elevated leader with a wider and more consequential remit, it’s unlikely to be in your interest to sit back. Doing so could give those to whom you (still) report the wrong impression about your leadership skills, leading them to second-guess their decision to entrust you with more responsibility. It could cause you to lose control of a situation that you have every ability to manage effectively. If performance suffers, it could cause you to lose the trust of those around you and negatively impact your career prospects.
None of this is in your interest — or your team’s. So, without losing your bearings, embrace bold, decisive action in your newfound role. You and your colleagues may be better for it.
