The business starts changing before the CEO arrives
Choosing and appointing a new CEO takes many months and it’s a process that all companies undertake with incredible care. But once the name has been announced to employees, the organisation begins a nervous, often silent, molecular shift. And it’s into this flux that the new CEO arrives. He or she is entering an organisation that is already changing and they must handle the transition effectively, or disaster will strike.
Whether the new CEO was plucked from the ranks of the internal management team or brought in from outside the business, the company is always going to be nervous. People will always have opinions and concerns – and they’ll talk about them all over the business. That’s human nature. In addition, there will always be some within the organisation that thinks things should have gone differently, and will try to make the whole process more challenging.
Promotion from the inside should be easier to manage for both sides – almost seamless you would think. But it never is. There will always be uncertainty and nervous chatter in the back channel – often more so if it’s an internal promotion. Will this new individual change everything? Will there be layoffs? Will we be financially sound? Will they care about the individual? Whether the former CEO was loved or despised, the person taking their job has a huge role to fill, which means they need to navigate their first year with a mix of confidence and caution.