In The Shadow Of A Legend

Moving into a new leadership role always comes with challenges, but the challenge can become even greater when the person the new leader is succeeding was highly regarded by everyone in the organization.

With the right approach, though, the succession can be highly successful. Here are eight suggestions to help executives make a smoother transition when they are in such a situation:

1. Show respect for past accomplishments and theIr existing legacy.
   The previous leader obviously did great things and was recognized for having done so. As new leadership comes in they will have new ideas, a fresh point of view, and a perspective that will clearly benefit the company. However, there is the risk that in their effort to create the future, as they see it, they inadvertently show disrespect for the previous leader.

   To avoid this, the new leader should make a point of highlighting the previous leader’s positive accomplishments and demonstrating respect for both those accomplishments and the individual who led them. This is respect for the person, their commitment, and the legacy they left. Avoid the temptation to look good at the other’s expense by either subtly or implicitly implying that the previous leader had inadequacies that should now be identified. Rather, concentrate on what was done well and show respect for that.

2. Use a “pulse check” to get employee input.
   Pulse checks are less invasive than employee surveys, can be done more quickly, and can be done with greater ease. Essentially, this involves identifying three or four questions that lead to a discussion with a small group. The questions allow the person asking them to gain insight, generate conversation, and, from that, hear the thinking of others and what’s important to them.

   Eary on, the new leader should make a point of meeting with representative groups throughout the organization, and having an informal pulse check dialogue. Ask what they liked about what the previous leader accomplished, and what their thinking is for what’s possible going forward. The act of soliciting input, and being seen to listen to it, demonstrates not only respect for the previous leader, but also for individuals within the organization, and a willingness to consider incorporating their thinking into the changes the new leader intends to make.

3. Build on the past, don’t try to rebuild it.
   Inevitably, past accomplishments could be in a number of areas: how customers are dealt with, processes that have been implemented, new products that have been created, acquisitions, divestitures, expansion and growth, and the development of people. Each of these contributes significantly to the organization’s health, and is in part why the previous leader is held in such high regard.

   The new leader should capitalize on these strengths and build on them, while also leading the company in the direction that they now feel it should go. There’s no need to tear down what was done and is working well simply to be seen to be “in charge.” The concept of “a new broom sweeps clean” is not necessary. What is necessary is “building on the strength of the past to an exciting future.” Never try to win at another’s expense; rather capitalize on the work of the previous individual, showing respect for that work, and leveraging it to accelerate the new vision, ideas, and plans.

4. Codify and enshrine excellence.
   In the organization, there will be many things that exist because of the previous leadership. They may be there as much because of the force of personality as the vision of that leader. In cases where they have value, they should be sustained and an effort should be made to codify them. That is, identify specifically what behaviors have led to success, how those behaviors are manifested, and how line managers can reinforce them. This codification captures the best of the past and allows it to be carried into the future.

   When codifying behaviors think of the ones which are giving the organization a competitive advantage, and are clear hallmarks of excellence. They should be identified clearly, and celebrated for the level of contribution which they make to the organization’s overall success. Enshrining excellence in this fashion, through the codification of related behaviors, is a way to accelerate the future by not having to go back and resurrect the past because it’s been forgotten, or the previous leadership is no longer there to sustain the momentum.

5. Complement, don’t try to replicate
   One of the benefits of new leadership is that they will bring fresh perspectives, new ideas around becoming more competitive, new ways of dealing with the customer, or perhaps new products or acquisitions. It’s important that these have free rein, and are not hindered by an unhealthy attachment to the past. The initiatives and ideas of the new leader should not necessarily stay tied to the past simply because the previous leader was so successful. They should complement the previous leader’s initiatives and build on them.

   The concept of being complementary is key in that it implies that what was good in the past can be accelerated, or added to, or strengthened in order to be even more effective. This addition or strengthening by new approaches, processes, or ways of behaving, extends the work of the previous leader, meshing with that thinking but taking it to a new level.

6. Distinguish between principles and practices.
   A principle is something which has broad and often universal applicability, such as a commitment to safety. A practice is something which is done, and can usually be assessed or measured, such as on-site safety practices concerning equipment maintenance. The previous leader will have had some key principles or visions that drove them, and were manifested in practices. However, the new leader should distinguish between the principles and the practices of the previous leadership.

   As they step into their new role, they will want to examine whether the underlying principles can remain or should be altered before they begin tackling the practices. Often a new leader will see a different way of approaching things, but it is merely a more effective manifestation of an existing principle. In that case, changing the practice does not change the legacy under which the company has been operating. At other times the new leader will see clearly that the basic practices are no longer relevant, and that new principles must be put in place and then related practices implemented.

   As the new leader distinguishes between these two, they are better able to communicate to the organization what is being changed, and why. For example, the principle of making the customer the highest priority may result in new practices at the frontline level, such as with the return policy. The previous leader may have made the principle of product innovation the highest priority, which would then have led to a different set of practices related to the customer.

7. Provide the rationale for new initiatives.
   As the new leader steps into the role, there will inevitably be changes to how people, processes, and tools are approached and applied. The new leader has been given the mandate to grow the business and in many cases will address key areas that will give a greater competitive advantage. In doing so it may be necessary to alter the way things were done in the past, or move in a direction that is unfamiliar and perhaps even uncomfortable to the workforce. The new leader will drive change, and so they should.

   However, it’s vital that the rationale for these changes be communicated to the organization so that everyone fully understands the thinking behind that rationale, the vision for its successful conclusion, and the impact on the company once the new leader’s thinking has been implemented. Rationale provides understanding, and understanding leads to both trust and commitment. Without the rationale it may look like the new leader is making change for change’s sake, or being disrespectful to the previous leader, or not fully understanding the reality of the business. Probably the opposite is the case, but unless the leader provides the rationale for their decisions, the organization is not aware of this.

8. Have the courage of conviction
   A new leader stepping into a very senior role faces many hurdles: the commitment of the leaders to the previous leader’s ways; existing processes, policies, and procedures; the challenge people have with adopting things that are new and different; and the need to understand the visions that the new leader has at a tactical level. In addition, they are living with the legacy of the previous leader, and an effort to be respectful and not trample that legacy may cause them to move with excessive caution.

   While it is important that the new leader show respect and adhere to the other guidelines above, it is also vital that they have the courage of their convictions. They were placed in this role for a reason. Their background, experience, and insight are key for the current needs of the business, and the organization will be looking for leadership that is strong to replace the previous leadership that was highly respected. New leaders will often feel as though they are on their own, without a lot of support. They have not yet built a team around them or an organization that understands the direction in which they plan to take the company. Overcoming that requires courage; courage that their convictions for the future of the company are vital to that future, and so must be implemented.

Courage of conviction goes a long way when facing expected yet reasonable headwinds, but those headwinds must ultimately be overcome.

———

Written by Phil Geldart.

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