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In transition times, get a grip on emotions
It is not uncommon for leadership transitions to bring on a slew of firings, layoffs and drastic restructuring that cause major upheavals within the organisation. The turbulence can extend beyond the top leadership to the middle and lower levels of the hierarchy. But along with the inevitable fallouts, a change of leadership can also bring with it new opportunities and challenges.
Your survival may well depend on your ability to weather the change positively and capitalise on the advantages that uncertainty brings. Surviving and thriving during a leadership transition calls for some smart strategising.
Prepare for culture change
History is re-written with every leadership change, so don’t expect things to flow as smoothly as before. Everything from company strategy to corporate culture may change, for better or for worse. Change in leadership can evoke fear, confusion and uncertainty among staff, and even normally peaceful and co-operative workers can turn angry and agitated. You may have a tough time keeping your focus and getting a handle on the uncertainty, but you must force ahead and not let yourself be carried away in the deluge of emotion. Remember the critical transition phase is when the CEO will be assessing employees before letting the axe fall, and any misdemeanor or indiscretion on your part at this crucial juncture could cost you your job.
First impressions count
When the new CEO enters, there is a real possibility that you may have to rebuild your reputation from scratch. Many new CEOs make radical people decisions within the first few months, and the new leader is probably identifying friends and foes right from day one. The CEO also might want to restructure the organisation or bring in his own people to work with him. Even if the new CEO is not planning any drastic job cuts, restructuring can leave you with much less power and authority than before. Don’t bank on your past track record.
The key to consolidating your position and maximising your ability to get things done is to become a trusted member of the new team.
Agree on goals
It can be risky to assume that the CEO understands that you are on his side. Unless you are proactive about conveying your intentions, he might choose to draw his own conclusions. Leave out any emotional baggage at the door. The CEO already has his priorities, and looking into a long list of old complaints is not one of them.
Make it a point to understand the CEO’s agenda. It is a good idea to have a direct conversation with the new leader about shared goals and expectations so that you know where you stand, and find ways to help the CEO follow through on his or her agenda without intruding Keep in mind that you may have to read between the lines to understand what is being said.
And remember, while you may not be able to meet all his expectations, you still need to be able to manage all of them.
Build networks
Key relationships can orchestrate a vital role in your survival and growth in these chaotic times. Cultivate relationships with those who matter, and strengthen your networks within the organisation. Extend your reach and enlarge your power of influence for your survival may depend on it.
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BINDU SRIDHAR
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