Seven Surprises for New CEOs
hbr.org

Leadership is fickle. As you climb the corporate ladder your role changes. When you lead a department you are expected to give orders. People look for leadership. When you lead a division you are expected to empower middle management. People look for guidance. When you become the CEO of a company you become a servant leader. People look for inspiration. Reaching the pinnacle role of a CEO is every graduate's dream, but when you finally arrive you have too much to do, with too little time and too little information. Moreover, you become a public figure and vulnerable to critique. Not everybody wears the armor to withstand such forces.

The findings of Harvard Business Review published in 2004 still seem relevant in 2020. Here are 7 surprises that new CEOs discovered when entering office:

  1. You can't run the company
  2. Giving orders is very costly
  3. It is hard to know what is really going on
  4. You are always sending a message
  5. You are not the boss
  6. Pleasing shareholders is not the goal
  7. You are still only human

Published by Michael E. Porter, Jay W. Lorsch and Nitin Nohria
From the October 2004 Issue

Summary by Geo Wehry, Senior Partner at TRANSEARCH, originally published on LinkedIn here.

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Our teams use our proprietary Orxestra® methodology to assess "the DNA" of an organisation and calibrate fit

A familiar scene… A company's hiring committee sits around the boardroom table, discussing the recruitment of a new CFO. Somebody declares "this new CFO has to be strategic." Somebody else adds "they must be results-oriented." Everybody nods in agreement.

However, nobody actually knows what strategic and results-oriented mean in real terms for this CFO, let alone how to screen and compare candidates appropriately. In all likelihood, each term has been interpreted differently by members of the hiring committee.

Our teams use our proprietary Orxestra® methodology to assess "the DNA" of an organisation and calibrate fit. Orxestra® enables our teams to evaluate talent in a meaningful way that is directly linked to the personality of your organisation.

The results have been dramatic - better short-lists, highly engaged candidates, stronger chemistry during interviews, and seamless onboarding. Orxestra® not only significantly reduces the risk of a mis-hire, but leaders screened using our methodology tend to have longer and more successful careers than those hired through a traditional process.

Insights from "Orxestra® Method" by TRANSEARCH USA.

Integrating New Leaders with Virtual Onboarding
bedfordgroup.com

In the current talent environment, doing everything possible to protect your investment in a strategic hire means committing to a strong Leadership Integration process. An effective process provides the framework for defining what success means for a new leader. The specific design parameters for a virtual Leadership Integration program will vary based on the unique features of the organisation and the demands of the role.

Bedford/Teal set out core elements that should be included in a best in class virtual onboarding program, including:

  • Understand their technology needs
  • Ensure onboarding goals are clearly defined
  • Provide a copy/framework of the on-boarding plan
  • Establish a personal reach out process
  • Provide an opportunity to debrief from the recruitment/search process

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Free Online Courses for Leadership Development

Spending more time at home can be an excellent opportunity to gain knowledge and develop skills. Explore free online courses for leadership development. The following are available from OpenLearn by The Open University:

There are many more free online courses for leadership development available, including from the following:

How Companies Can Combine Intelligent Technologies and Learning Strategies To Accelerate Skills Acquisition and Be More Competitive
linkedin.com

While there is a lot of focus in the recruitment world on the "war for talent," it is also critical to give current employees the skills and knowledge they need to be successful and drive their employers' businesses forward.

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How do we drive inclusion to unlock innovation and solve the biggest problems facing the world today?
linkedin.com

Innovation provides much needed solutions in a fast-changing world. Tanuj Kapilashrami explains why leaders are increasingly shifting their focus towards a true culture of inclusion across their organisations to drive diversity and innovation.

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Diversity is the bridge on which we can cross the skills gap
weforum.org

"Ask business leaders today the biggest business risk in the future, and they will likely say hiring and retaining a skilled workforce."

Howard Elias (President, Services and Digital, Dell Technologies) says businesses must look to untapped pools of talent to address the shortage in digital skills.

"It's an urgent business challenge that is getting more urgent every day. And it requires a new way of thinking about finding, keeping and evolving talent for the workforce of the future."

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