Dear Young CEO,

Dear Young CEO,

Congratulations on your resumption today as CEO of your organization!

I am certain that you must be happy at this great opportunity to lead at the highest Executive-level of your company; and also a bit apprehensive at this huge responsibility entrusted to you. You probably have re-played in your mind several times, the various defining moments in your career that accumulated to this achievement. Once again, I wish to say "Weldone".

Let me quickly get to it - the reason I am writing you this morning; which is my desire to share some wisdom with you as you assume this new role. My advice are anchored on decades of experience shared by great leaders, as well as years of personal experience in leadership - working with CEOs across different industries.

First - you need to get down to it! Today is your only day to "faff" and bask in your new accomplishment. By 4.am tomorrow morning you're expected to start solving the 5-year long problems of the organization. You do not have time to adjust - you're expected to hit the ground running and adapt to your new role on the go. Urgency is a new attitude you will need to add to your competence, if by default you are someone who takes things easy and works at a slow pace. If you got away with that before you assumed this role, you cannot get away from it now that you are here. Every results-oriented leader I know, has a sense of urgency about their vision and goals. This is what you signed up for - this is the life of a CEO!

Second - your greatest headache will be people! If you think you have had a fair share of headaches around employee issues, please re-calibrate your expectations right now. Issues around strategy, finance, bottom/top-line, operations, growth, innovation, brand et al will keep you busy all day. Issues of people - loyalty, capacity, accountability and availability; will keep you up late at night. Your people resource, that holds together every other fabric of the organization will stretch your wits to unimaginable lengths. Be prepared to accept it will be a long journey of winning the hearts of people who you are to lead. However, if you follow-through it will be worth the while.

Third, it is best you decide the type of leader you want to be. So, ask yourself What kind of CEO do I want to be? Self-identity is powerful and helps to strengthen your call of duty. While your eyes should be on the corporate goals, your mind should be on your CEO-identity goals. Decide on the type of leader you want to be and pursue it relentlessly from your first day as CEO - from today. People get to easily understand you and buy into your brand faster, when there is no confusion about who you are or what you stand for. Be careful as you make your decision on what to be, because the truth of your brand will rest on consistency in your message and behavior.

Forth - consolidate your Cult of Four. You need a formidable inner-circle. Note that you are as protected or exposed as the loyalty you have with your inner-circle. Your inner-circle is not your senior management or executive team. Your inner circle is your CFO, CHRO & CA - Chief Auditor . Together with these three, you make your Cult of Four. Before any other executives are cultivated into your congregation, these three executive should be on your band. If any of them cannot be considered a loyal lieutenant, then you have problems on your hands. Even when every other Executive/Senior Management is loyal to you and any of these three is not, you will still have problems. You must find out what the issue is and find ways to get them over to your side. Your leadership success in the long-run depends on these three roles being resolute in their defense and protection of you. Your leadership success will not mean absence of errors in decision or judgement. You are as protected as the loyalty you get from these three. If two out of these three are against you, then you are likely finished before you started. If one is against you and overtime does not budge, you will have to be wise in the politics you play with the person.

Fifth - dont shy away from politics. If you do not play the politics, the politics will play you. However, let your politics be with wisdom and purpose. Being a Chief Executive means being a "chief" at many things - corporate politics inclusive. You have to be adept at navigating landlines and booby traps. Being a great leader doesnt mean everyone will love you. Purposeful politics should be your choice. Be proactive. Set things in motion. Develop informal feedback channels. Do not get carried away with your 22nd floor penthouse office. Remember my earlier words - "if you dont play the politics, the politics will play you"

Sixth - you need to be a master strategist. Increase your capacity to think 5-moves ahead in any given scenario; and I assure you that you'll make a great CEO if you master this. Not every CEO is a master strategist; some organizations have Chief Strategy Officers saddled with exactly what their job title reads. Even when you have a CSO, your own personal and leadership development will be accelerated. Seek to master strategy beyond the experience of an MBA module.

Seventh - lead your organization with meaning and purpose. Let your time as Chief Executive of your organization, be a time when the community benefits immensely from your company's existence. Reach out to improve lives. Do not engage in propaganda under the guise of CSR. Institutionalize CSR Strategy & Plan that adds value to people and communities. The impact of your CSR should be able to get measured by an ROI framework - Return on Impact Framework (not *Investment). Many organizations engage their CSR campaign as an investment to yield returns. While CSR may multiply the goodwill your organization has with people; which can be an influencer of choice to purchase your product/service; this should be considered as a "add-on" and secondary benefit. Focus more on impact! Drive your CSR from an impact position, expecting no direct returns but the joy of improving lives. Rally your team and organization to be onboard. Let employees propose programs and initiatives; get a committee to run a budget and structure the implementation of proposed plan. Be a CEO who impacts the community!

Lastly - have a blast! Enjoy this ride. Cherish every moment to lead from the apex-level. Document your journey via a journal. Dont wait for perfect situations to mentor others who desire what you now have. Help younger ones escape errors and achieve faster and better what you have achieved. Enjoy the ride; Enjoy the time; Enjoy the privilege; and Enjoy life!

I wish you all the best in this new role; and pray that you succeed beyond your imaginations.

Godspeed.

Yours Sincerely,

'Tayo

PS: I consult for organizations to develop systems and levers that drive business results. I activate workforce performance and train employees on required competencies to deliver productivity. You can reach me on [email protected] | 0813 460 7226