Connecting Great Ideas and Great People
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Content Leaders:Kevin R. Keller, CAE, CEO, Certified
Financial Planners Board of Standards, Inc.
Michael Fraser, CEO, Association of Maternal and Child Health Programs
Confessions of a New CEO: Lessons Learned in My First
YearSun. Aug. 16, 1:30-2:45
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Tip 1: Manage Your Career
Acknowledge most CEO positions are filled by recruiters Become known to the recruiting community by using recruiters to fill open positions in your org. Seek opportunities to make strategic contributions as a senior staffer Communicate with your boss about your career goals
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Tip 2: Prepare for Your First Day Assemble outside resources/team of support,
both personal and professional Corp. comm. counsel, human resources experts,
recruiters, personal trainer, coach Learn as much as possible about the org. to hit
ground running Ask your family for permission to check out for
the first few months Become physically fit Prepare a list of listening questions to ask mgt.
team
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Tip 3: Set Priorities and Manage Expectations
Draft goals for first 100 days and prepare elevator speech about who you are
Give broad examples of first year priorities; set performance review to these priorities
Accept your temporary state of incompetence Resist temptation to prove how bright you are; do NOTHING
when you first arrive Ask many questions but provide no answers Speak only with respect about your predecessor Recognize the importance of self awareness Engage corp. comm. counsel/distribute key message points
to Board and staff
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Tip 4: Develop a First Year and Long-term Strategy
Meet with or call all key stakeholders for information, develop rapport
Have a strategic plan/map that is Board approved Establish trust and an effective working
relationship with the Board Create a three-year plan with Board input and
approval Align operational plans with strategic plan
(restructuring may be necessary)
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Tip 5: Work with the Board Ask the right questions to better
comprehend Board strategy Understand Board politics: discover power
structures, relationships Visit Board members: Listen, Listen, Listen Engage in routine conversations with
Board members, pledging no surprises
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Tip 6: Lead vs. ManageOvercome the Challenges
Leadership is defining expectations
Leading leaders is a sought-after skill
Management is executing the expectations
Friend vs. Mentor Build a diverse team, determine appropriate roles,
build trust then let go Get a coach (from outside org. for feedback
you need to hear)
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Tip 7: Communicate and Build Consensus
Establish clear communications and build consensus to shape an organizational culture that can achieve its goals
Over-communicate omni-directionally with routine CEO share sessions
Use the tools: columns in newsletters, monthly Board updates, staff meetings, intranet, blogs, etc.
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Tip 8: Get the Right People on the Bus
Don’t hesitate to terminate or transition staff promptly
Develop trust; foster allegiance to the organization; clear up rumors
Prepare for criticism of bringing in “own” people
Develop critical thinking questions for every staff person
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Tip 9: Define, Articulate and Model New Culture, Core Values
Core Values Exercise You have been CEO
for 6 weeks at XYZ Corp.
Each group compile and articulate five core values to define the org. culture going forward that will make it a place where people want to work
CFP Board Case Study With the help of an
outside consultant In 1.5 days helps staff
define desired behaviors
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Tip 10: Manage Your Time Leading is a marathon, not a sprint Burnout can happen You want to prove you can succeed Need to balance demands of CEO May have less “doing” time and more
“showing” time
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Resource List The First 90 Days What Got You Here Won’t Get You
There Good to Great Lencioni’s books
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SEE YOU NEXT YEAR!Annual Meeting & Expo
August 21 - 24, 2010Los Angeles, CA
Contact Information Kevin R. Keller, CAE CEO Certified Financial
Planners Board of Standards, Inc.
202-379-2201
Michael Fraser CEO Association of
Maternal and Child Health Programs
202-266-3038
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