The Challenges For The New CEO

So, you have been in the business for afew years, now, you have managed several of the departments or functions, you have achieved great results at Senior Manager level, you are the next logical choice for the CEO role, and you get appointed. Congratulations! 

Then, the fun starts! 

Because, as much as you think you know what the role will entail, until it is yours, and you are in it, with the responsibilities and the challenges, it is hard to really know what to expect. 

And, as more navigate through the first few weeks and months in the role, you find that it was not even as you expected, anyway.  

Chatting with new CEOs, and C-Suite Execs about their experiences, here is what they say. 

Managing Energy and Expectations 

Managing their own energy is one thing, as is their own expectations, but the one thing that new CEOs notice is the energy and the expectations of those around them (both positive, and not much so, of course) 

Managing energy and expectation is critical, because it is about the dichotomy between growing the business, and maintaining the business, and the thinking and activity around growing versus sustaining, and how much time and energy should go where.  

A pro-active leadership team will be high energy and high expectations, though this needs to be corralled to ensure that day to day, their teams can maintain business function during busy, and especially growth, periods. 

Managing change 

With change being a normal part of life, the rate of change, especially personally, and interpersonally, with a promotion to a new role or the growth of the business, change management can make or break a new CEO. 

Change for change’s sake is not idea. 

Change for technology’s sake is a requirement. 

Balancing the two, and working out what will help the business, versus what will hinder it, in the short and long term, are crucial decisions, especially in the early days. 

Managing processes 

This is the important stuff.  

Systems drive behaviour, and systems drive accountability and profitability. The more systematised the business, the more successful it will be. 

But, when you get the top job, you can start to think about all of the system improvements you can make (and, yes, this fits in with the change process above), although commitment (leading it) and compliance (managing it) to systems thinking and systems leadership is critical to your success. 

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About Anton

Anton has dedicated his working life to helping leaders to upgrade their mindset, upskill their leadership, and uplift their teams! With a focus on helps leaders to better lead under pressure. Anton is an entrepreneur, speaker, consultant, bestselling author and founder of The Guinea Group. Over the past 19 years, Anton has worked with over 175+ global organisations, he has inspired workplace leadership, safety, and cultural change. He’s achieved this by combining his corporate expertise, education (Bachelor of HR and Psychology), and infectious energy levels.
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