Do you have what it takes to lead a team of high-performing Executives?

In a previous post I looked at what it takes to be a high-performing Executive. But, if you are the CEO, what should a newly promoted Executive expect from you?

To Understand their Role

As strange as it sounds, some Executives do not fully understand their roles. Sure, they have a job title but do they have clarity? An Executive needs a clear definition from their CEO on their role, the expectations and how they fit in to the leadership team and the corporate strategy. Just throwing a new VP HR into the mix and assuming they will be effective from day 1 is like recruiting a star to a sports team and assuming, because they are talented, they will thrive.

To be Heard

An Executive wants to be listened to, to be engaged, to be asked for their opinions. They do not want to be there to fill an empty seat at the table, or to be the product of a diversity exercise. Don’t promote an Executive to your leadership team if you are not going to bring them into meaningful decision-making. Include them in all relevant discussions and keep your whole leadership team informed.

To be Appreciated

Is it too much to ask to be thanked? I work with one CEO who, when working for a previous business owner, received one back-handed compliment in 16 years. That is insane. Appreciation is cheap, easy to deliver and makes people feel good. An Executive also wants to be appropriately compensated and have access to equity options, if available, and higher rewards.

To See They Have a Future

To see a path to greater responsibility and authority. Senior Executives are typically ambitious so they want to understand the opportunities for personal growth. You may lose them if they see greater opportunity elsewhere; you will lose them more quickly if you do not nurture them.

To Know How They are Doing

Treat new Executives the same way you would treat any employee with regular, meaningful and timely feedback. Working in a vacuum created by the CEO, is a recipe for an early exit.

To Be Given an Opportunity to Learn

Smart Executives are life-long learners. Give them time to invest in their professional development and build their personal networks. It makes them stronger leaders and will add value to your organization.

To Be Brought into Bigger Conversations

An Executive leader expects to be part of tough conversations. They will learn from watching you, so bring them into your meetings with the board, investors, suppliers etc. They want to see how you handle difficult situations.

To Be Supported Through Difficult Times

They want to know you have their back; to know that you see their occasional stumbles or vulnerabilities as strengths not weaknesses. Never forget – you are growing a team of high-performance Executives.

To Be Given the Freedom to Thrive

To be allowed to make mistakes; to be led, not micro-managed; to be allowed to lead. When they are doing a great job, get out of their way. When they are making minor mistakes but are self-correcting, get out of their way. Only engage when you see corporate risk or you see someone who is truly out of their depth.

Do you have what it takes to lead a team of high-performing Executives?

I lead a TEC Canada peer group in Ottawa for CEOs that lead teams of high-performing Executives. Reach out to me to learn more.

Photo credit: Jaguar at Montgomery Zoo by heights.18145

https://creativecommons.org/licenses/by-nc/2.0/

Thanks to my friend and mentor, @Peter Buchanan, for the idea for the article.