Ask Pam Green | How do I approach my role as a first-time CEO?

This bi-weekly LinkedIn Newsletter will address common and not-so-common questions leaders and executives, like you, have about the culture of the c-suite.

I've been serving in executive roles, reporting to Boards, CEOs, and Executive Directors since my early 20's. I've seen and experienced quite a bit, but mostly, I've learned a lot. These experiences are what led me to executive coaching.

If you're serving in the C-Suite or are headed in that direction, I'd like to hear from you. It's not often you can find a trusted advisor to answer your most pressing questions - for free. So here I am, let's talk!

This Week's Question:

Dear Pam

I just accepted an opportunity to become a first-time CEO. I'm excited and nervous. How would you suggest I approach this new and very exciting opportunity?

Cautious CEO

This Week's Response:

Dear Cautious CEO:

Congratulations on your new position. Here's what I've seen that works well:

• Take time to get to know the landscape. For example, what is really going on? What decisions can you make with and without the board's consent and approval? If you think all boards stay in their lane, think again. Some get heavily involved in daily operations; don't let this catch you off guard. Getting clear on the bylaws and the practices of the governing body will be prudent.
• Understand the political landscape, figuratively and literally. Some boards are heavily influenced by community leaders. You'll want to learn how to navigate this landscape successfully.
• Get to know your leaders and assess their capabilities. Do you have leaders who can navigate the complexity of their work, who delegate effectively, and who have strong positive relationships? Do your leaders operate as a team or a group? Which is best for the future?
• Get to know key stakeholders and influencers, especially if you have a large and vested community audience.?
• Learn the policies, specifically the HR policies and practices.
• Tap into your trusted advisors to help you with blind spots. If you don't already have an executive coach, now is the time to engage one. An executive coach can support you and help you establish a solid footing within the organization. The coach can also provide insights to the team about your communication and leadership style.?
• Get a solid grip on communication practices. How does information travel formally and informally??
• Most importantly, as you're gathering data and listening to and meeting with others, try to avoid the trap of offering your opinion too early. You'll want to gather as much data as possible to inform any decisions that need to be made. Usually, the new CEO (first time or otherwise) has a lot of minutia and hidden agendas to navigate, and much of it comes from the selfish ambitions of often well-meaning people seeking to preserve and protect their space.?
• Exercise wisdom. Wisdom is knowing what to do with what you know. The mistake of many new leaders is that they push their own agendas based on their ideals rather than the reality of the environment, which comes from listening, learning, gathering data, deliberating, and consulting trusted advisors.

You may ask, what exactly am I listening for? You'll want to know the history of how work has been achieved (culture) and the practices that have supported the behavior. You're listening for who are the informal leaders and influencers and which if any, unauthorized individuals have the ear of key stakeholders.?

You can only shape a valid vision for the future by knowing the current landscape. Those are my suggestions; let's hear from others...

Pam?

Have a question you'd like for me to answer? Send it to?[email protected]. Remember, your full name and contact details will never be published or distributed.