The Snack BOxD October Digest - Beyond Shuffling Chairs: Nailing Executive Transitions

This is Snack BOxD, a highly digestible digest from me, Nenuca Syquia, CEO at Better Organizations by Design (BOxD) . Every month I send a round-up of ideas and insights on how to create healthy, high-performing organizations. If you like this kind of thing or found me by accident, get your snack on and subscribe here .

On the menu this month… Beyond Shuffling Chairs: Nailing Executive Transitions.?

Executive transitions are incredibly important moments for any organization.? They're not just about changing the name on the office door; they inherently bring with them an opportunity to rethink strategies, realign priorities, and inject new energy into the company's direction and culture. As a leader—whether you're the one coming in or leaving—understanding the significance of these transitions is key to ensuring a smooth, more impactful change for everyone involved.

Let’s Start At The Beginning

When a new leader first steps in, there's a brief window where everyone is more open to change. During this time, what the leader says and does—whether through emails, town halls, or personal conversations—carries extra weight, shaping perceptions and setting the tone for the future.?

Human bias (e.g., Halo/Horns Effect, where a strong first impression colors all future interactions, and Confirmation Bias which has people seeking out information that confirms their existing beliefs) can heavily influence how these early actions are received by your new team.?

Being mindful of these dynamics can help leaders navigate the start of their transition with greater impact. Here are a few strategies to consider as you prepare for the transition:

1. Be Clear About Continuity vs. Change

One of the biggest uncertainties during a leadership transition is what will stay the same and what will change. Being transparent about both helps alleviate concerns, reduce anxiety, and build trust within the organization. People want to know that you respect the organization's legacy, but they also need to believe that progress is on the horizon.

2. Develop a Strategic Communication Plan

Effective communication during a leadership transition is not one-size-fits-all. Different stakeholders have different concerns and priorities. For instance, your direct reports need a more detailed, intimate conversation about what the future holds and what’s expected of them, while the broader organization needs a vision for the path forward. Your communication strategy should include:

• Tailored Messages for Different Stakeholders: Craft distinct communication plans for your leadership team, middle management, and the broader organization. This could mean holding targeted town halls with your direct reports, informal team discussions, and larger announcements for the entire company.
• More than just “From-To”: Clearly communicate what you plan to keep, especially aspects of the culture, strategy, business model, etc. that have been successful, while also signaling a readiness for growth and transformation.
• Consistent Messaging: Ensure your core message is clear and consistent across all formats—emails, video updates, team meetings. Repetition is key to reinforcing your vision, particularly in times of change.
• Multiple Channels: Use a variety of communication tools to meet people where they are. Emails, internal newsletters, all-hands meetings, and even short-form videos can all play a role in ensuring that everyone receives the message in a way that resonates with them.

3. Connect with Culture Keepers—But Don’t Stop There

Every organization has key teammates who are deeply connected to its culture. Identifying these "culture keepers" and engaging with them is crucial, as they can provide insights into the unspoken norms and values that aren't always visible from the outside. But more than just learning the culture, you have to walk a fine, but critical, line: understanding the norms while gently challenging areas that need improvement. Missing cultural cues can negatively affect how others perceive your intentions and capabilities as a leader, so taking time to understand these nuances is essential.

It’s also important to learn how decision-making works in the organization—who has influence, where the centers of power reside, and how authority is distributed. Knowing these dynamics will help you navigate the internal landscape more effectively and build alliances where they matter most.

4. Go Deeper than a Listening Tour

Listening to the organization’s needs and concerns is a necessary first step for any new leader, but this should go beyond a typical listening tour. Instead of just hearing from different departments, develop a strategy to synthesize and contextualize what your stakeholders are telling you. Go deeper by asking probing questions about their pain points, their successes, and what’s holding the organization back. Also, pay attention to the "broken shelves"—the long-standing issues that people have learned to live with. These are often structural or process-related problems that have been ignored for so long that they've become accepted as normal.

Overcoming these challenges requires more than a beautifully laid-out 100-day plan. In fact, overplanning before all the facts are in can create more problems than it solves. Instead, spend your first 90 days listening, learning, and assessing the situation. Conduct interviews, build relationships, and observe how the organization really functions. Use this time to gather information on key issues, dynamics, and opportunities for improvement. Then, in the last 10 days of your transition period, circle back to your team with a clear, well-informed plan that reflects what you've learned, rather than assumptions you made before stepping into the role.

Planning for Inherent Risks

If not handled carefully, leadership shifts can lead to setbacks that might derail the organization's progress for the long term. Let’s talk about a few of the common pitfalls:

• Unplanned and Unwanted Exits: Uncertainty about the future, misalignment with the new leader's vision, or feelings of being overlooked can prompt valuable team members to head for the exit. And when they leave, they often take crucial knowledge and relationships straight to your competitors.

• Losing Focus and Momentum: Key projects might stall as everyone adjusts to new leadership. This can lead to withdrawal or unproductive behaviors like office politics or forming cliques.

• Unhelpful Workarounds: Without clear direction, teammates might start doing things their own way or rely on personal relationships to navigate the uncertainty. This can undermine the new leader's authority and the team's cohesion.
• The Predecessor's Shadow: A former leader’s influence can linger, especially if they were with the company for a long time or remain with the organization but in a different role. This lingering presence can be a major hurdle to the incoming leader, if roles are not made clear and behaviors are not aligned.

A Quick Note for the Outgoing Leaders: Crafting a Thoughtful Exit Plan

As the outgoing leader, your final acts can shape the future success of your successor and the organization. To ensure a smooth transition, consider the following:

• Make the Tough Calls: Where possible, address challenging decisions—like personnel changes, budget cuts, or portfolio realignment—so they don’t fall to your successor.

• Ensure a Thorough Information Transfer: Provide comprehensive documentation and insights to your successor. A clear transfer of knowledge prevents unnecessary setbacks.

• Facilitate Relationship Handovers: Introduce your successor to key relationships, both internally and externally. Building early trust with these stakeholders is critical for their success.

• Communicate Confidence: Publicly express support and confidence in your successor across various forums. Your endorsement helps build credibility and trust quickly.

• Manage Resistant Stakeholders: Develop a strategy to address stakeholders who may resist the leadership change, ensuring they understand the benefits of the transition and the continued stability of the organization.

By taking these steps, outgoing leaders can leave the organization in a stronger position and set up their successors for success.

Transition and Growth for Everyone

Thoughtful leaders see an executive transition as a chance for the whole organization to reflect, refresh, and evolve to something even better than it was before. The change shakes up the status quo, offering a unique opportunity to improve practices, realign goals, and foster a culture that's ready for new challenges and future success.

To capitalize on this opportunity, consider the following points:

• Resetting Relationships: Existing relationships can be both a blessing and a curse. While familiarity might make initial interactions smoother, it can also make it harder to adjust roles and expectations. Leaders moving up from within the team—especially from peer to senior leader—need to actively renegotiate how they work with former colleagues to establish their new role and vision.

• Encouraging Professional Development: Use this period to promote learning and growth across the organization. Offer training programs or workshops that align with the new direction, empowering team members to develop new skills.

• Realigning Goals and Objectives: Revisit the company's mission and strategic goals. Engage teams in setting new objectives that reflect the fresh vision, ensuring everyone is moving in the same direction.

Executive transitions matter because they're turning points that can significantly influence a company's direction. By understanding the unique opportunities and potential bumps they present, leaders and teams can proactively manage the change to maximize positive outcomes. Embracing the shift as a shared opportunity sets the stage for renewed focus, better collaboration, and lasting success.

More resources:?

• Clearing the Fog:? TranslateBio's Journey into Sanofi - Join us on November 14th at 1pm ET for an enlightening webinar to hear how BOxD partnered with the Sanofi leadership team to create a successful transition, avoiding the pitfalls that lead to 70% of M&A failures.
• The Myth of Leadership Styles: Leading with Compassion and Adaptability .? Have you ever wondered if there's one "right" way to lead? I’m sure you’ve read many think pieces on the “best” leadership styles, from the authoritarian to the collaborative. While these frameworks can offer valuable insights, it's crucial to remember that leadership is not a one-size-fits-all game.?
• Not Just Another Vague Opinion Piece on “Transparency” .? Just like a burger needs those crispy fries to hit the spot, transparency needs authenticity to truly shine. Why? Because it's not just about being an open book; it's about flipping through the pages with genuine intention.?
• Decisions, Decisions: Leadership and Making Decisions on High Performing Teams .? In the world of high-performing teams, decisions are the fuel that drives progress. But making the right decision isn't just about picking a direction; it’s about charting a course that drives the team towards success.
• The Leadership Multiplier Program .? Turn a team of leaders driving functional success into a leadership team who drives explosive performance across the company.