Tag Archives: executive development

Transition Plan for CEOs

What To Do Between Your Exit and Next Position

We wrote a post about how to make a graceful exit (especially when it’s involuntary) that explored what steps to take when leaving your position. This post is the follow-up that dives into how to identify, assess, and consolidate lessons learned to find the right next job. We’ll explore three key steps to a successful transition plan for CEOs.

Continue reading Transition Plan for CEOs

CEO Role

Every organization has, or needs, a leader. And it is true that the power of one committed, clear person can make all the difference in the world. But no one individual, even the greatest leader, does anything of much significance alone.

 *Excerpted From: Get Aligned Section of Manage to Lead, Seven Truths to Help You Change the World page 49, exhibit 36.
CEO Responsibilities from the book “Manage to Lead

The best leaders know that it is not all about them. It is about their team. Consequently, one of a CEO’s most important jobs (see highlighted text at left) is to ensure that every team member knows what the leader and team expects from her/him to achieve planned results.

How to Empower Executive Teams

A good way for executives to know what team members need from them is to ask each to share views on their own, and on each others’, individual strengths, contributions, growth, and opportunities for development. Continue reading CEO Role

How the new leadership learns from those with a stake in their success.

How it was

The relationship between leader and followers has changed over the past 50-years and is still changing. Leaders used to command-and-control workers, who were seen to be basically lazy, having to be told exactly what to do, and motivated only by security and money.  Leaders had top-down authority and a tight rein on workers who could not be trusted to do good work without control.

In the ‘70s and ‘80s more democratic models emerged. Workers were seen as responsible and motivated to do a good job, even without tight controls, punishment, and reward. This led to a less rigid leader-follower relationship, one more focused on creating happier, productive workers. The tools for doing that, however, were unclear.

The New Leadership

Over the past decade or two, there has been even more change in how leadership is viewed. We see more emphasis now on a leader’s capacity to build and sustain an inclusive and high-trust relationship with a loyal, capable, and motivated followership. Continue reading How the new leadership learns from those with a stake in their success.

How emerging executives can achieve high-impact with key players more senior than themselves.

An up-and-coming executive engages with an important sales prospect, client, supplier, partner, or colleague on par with his or her degree of comfort and security with the other party.  The more seniority the other is perceived to have relative to his/her own, the more anxiety and insecurity is induced, the less is said, and the less impact results from the interaction.  Pushing to the highest possible level of engagement drives the best results and accelerates career progression.

It makes sense for the up-and-coming executive to think of it as climbing a staircase. Levels of Executive Engagement - IntelliVenThe first step is the most basic level of engagement, is easy enough to do, but adds little-to-no value.  Each step is easier than otherwise when it builds off of the last but is progressively more difficult and riskier to take.   Continue reading How emerging executives can achieve high-impact with key players more senior than themselves.