Integrating a new CEO into a Family Business - three steps to success ??

There is no second chance for a first impression.

This old wisdom can also be applied to the integration of a new CEO in a Family Business. What is missed at the beginning can have undesirable consequences and effects later. Against this background, it is essential to proceed in a structured and planned manner. We outline three steps for a successful start.

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1. Kick off discussions with the incoming CEO by going through their plans, expectations and integration agenda in detail.
2. Undertake one-on-one, confidential discussions with the CEO's future direct reports covering their individual expectations, concerns, hopes for change, challenges and how to address them, etc.
3. Share the latest HR performance evaluations on the direct reports or, if there are none, conduct a management appraisal analysis. The objective is to provide the incoming CEO with a consolidated, outside-in perspective on the team and individuals ahead of their first day.
4. Cultural survey: share any pre-existing employee surveys. If none exist, commission a short questionnaire to assess the organization's culture, typically covering four dimensions: vision and goals; performance and execution; organizational orientation and decision-making; learning and renewal. ?

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1. Tour key offices and sites, ideally with the Chair.
2. Hold one-on-one sessions within the first two weeks between the new CEO and their direct reports, with discussions focused on personal experiences, challenges, and expectations.
3. Team-building offsite: to be held with the new CEO and their direct reports within one month. Use discussions and feedback sessions, team dinners and extra-curricular activities.
4. The Chair should mentor from above but also select a manager who knows the group well or a senior HR executive who can have part-ownership for the onboarding in addition to their day job.
5. Appoint a chief of staff or similar to help the new CEO be more effective and to serve as a liaison officer. Typically, the individual put into the role is a high-potential, early-to- mid level employee. For the employee, this can be a good developmental opportunity and typically the length of tenure would be one to two years.
6. Schedule meetings with key customers, suppliers and other external partners, coordinated by and done with the co-operation of the executives in charge of these relationships. To be completed within the first 180 days.
7. Have a programme of meetings with key family members and ideally include the next generation.
8. 60-day check: develop a short questionnaire to check on the CEO's initial thinking, assessment of operations and critical decision-making requirements, and seek the impressions of the Chair. ?

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1. Run a 360-degree (confidential) feedback exercise conducted no later than 180 days into the CEO's tenure and include referencing from key stakeholders (Chair, board, executive committee).
2. Aim to take the pulse of both the CEO and the organization to gauge integration, alignment, performance and overall level of fit.
3. Provide positive reinforcement, alignment messaging or course correct as appropriate. It assists the CEO and the company to recognize shared endeavors, build momentum and focus on long-term goals. ?

????? Are these points sufficient in your view or is something missing?

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