Do new leaders make their mark intelligently?

The advent of a new leader of the USA is just the latest of several recent occasions where new bosses have come on board and are anxious to make their mark.

I’m going to concentrate on the business examples rather than the political!

The four examples I’ve seen in in the last six months really exemplify how to do it well, and how to make a complete Horlicks of a new leadership role. My observations will cover SIX main triumph/cock-up pivot points. But I’d love to hear of your experiences too.

Number One: Let’s start with the new broom syndrome.

I have no objection to new leaders bringing in a few trusted advisors or colleagues to implement change for the better. Everyone needs some element of ‘known quantity’ to help them get things moving in the direction they’re looking to achieve. On the other hand, a great leader is fully aware of their trusted people’s foibles as well as their skills. So if the same old bunch of companions is always drafted in, we should worry – that’s too much like knee-jerk than thought-out strategy.

Number Two: It wasn’t all rubbish before the new leader comes on board!

Of course, there are always issues to fix. But time after time you see weak and ineffectual new bosses so desperate to be seen to make a difference, that they claim: old = no good; and new = fantastic. It can simply never be the case. A great transformer will have the insight and instinct to identify and retain existing excellence before fixing poor performance.

Number Three: Beware the HQ flatterers, toadies, sycophants.

The new boss is inevitably sited at HQ and will be surrounded by people anxious to get in with her or him. Changeover of leader is often seen by HQ staff as an opportunity to land grab or gain power before the new person really has their arms round the business. The ones who suck up the most are probably the least able and the least confident. It’s really hard to resist the onslaught of fawners. So get to really know the people before making irreversible decisions, and find out where hard commercial results really originate.

Number Four: Another HQ point – over-employment.

I can’t think of a single company where HQ doesn’t over-employ and branches/regions/countries don’t under-employ. There’s often the opportunity on taking up the leadership reins to make efficiencies; but the first focus must be on reviewing HQ staffing and skills (where most waste usually lies). The same goes for any restructuring. If you notice political jockeying going on, that’s probably because people don’t have enough to do and are feeling insecure about their role.

Number Five: It’s not enough to simply have a preconceived idea of what you need to achieve.

Every strategic aim must be stress-tested… and that means data and intelligence. Every piece of budget spend, if poorly applied, is an opportunity cost. The money could have gone elsewhere to better effect. If there are some areas where it’s difficult to apply the data-driven approach (some aspects of marketing and branding are good examples) then at least establish peer benchmarks so you know that it’s better/clever/more valuable per dollar spent than the competition.

Number Six: It’s always easier to cut than create.

Any fool can reduce spend. Great leaders are able to drive better value from the same spend (at the very least) or spend more to achieve truly breakthrough results. Shareholders are looking for leaders who take the company on a phase change of growth… and that’s not going to happen by spending less! Common sense, I know, but often ignored.

So where does that leave us?

Of course, a new leader must make their mark.

They need to show progress fairly quickly.

They need to be seen to make a difference.

But…

Great leaders do it through sharp analysis, uninfluenced by hangers-on, recognising where true quality lies, cutting out waste and incompetence, and steering the company to build a considerably brighter future. They don’t do it by slashing and burning (that’s for the weak and untalented).

So…

We’ll see whether these points learned from recent business examples are applied to the world’s greatest superpower and economy!!!

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I hope you find these bulletins entertaining. I’m happy to discuss all relevant engagements – from customer community creation, to directorial mentoring, to strategy development, to thought-leadership content development, to full campaign structuring and management, and more.

Do get in touch!