11 August 2008
Move to board role sparks fear in many leaders
Advice from national leaders about communication in more senior positions.
Navigating the new waters of national leadership is a study just released by Common Purpose, an independent not-for-profit leadership organization.
The report highlights the pitfalls of becoming a national leader and identifies the challenges of making the leap to a national leadership role.
Facing new hurdles
One of the most striking findings of the report was that many senior leaders at some point experienced fears that they wouldn't be up to the task.
The central challenge of moving to a national leadership role is that, after successfully rising up the ranks of an organization, a leader finds that there's a whole new mountain to climb.
These fresh hurdles can include, as Dr John Inge, Bishop of Worcester, experienced: “Letting go of the desire to be involved in everything and trying to fix things yourself as you might locally. You have to delegate to and trust others.”
Communicate ceaselessly with everybody, both internally and externally, who might be able to influence the outcome.
Repercussions of bad leadership
The consequences of making a mistake at a national leadership level is also a worry for these senior leaders.
Making a mistake could have serious repercussions for the career of the leader, their organization, industry or even the country and the implications of a mistake is a factor that's guiding their decisions and actions.
Blind spots and insecurities
Marie Mohan, Director of 20: 20, Common Purpose’s program for those making the transition to a national leadership role says: “From the experiences of the leaders who took part in this report, it's clear that there are common barriers to overcome; blind spots and insecurities of moving into a different ‘circle’ and not knowing the ‘right language’ or ‘customs’ needed to get things done."
Mistakes to avoid
The report aims to provide insight into the complexities of attaining a national remit, and includes advice that communications professionals can use to help steer their new leaders in the right direction.
Contributors to the report made the following recommendations for avoiding mistakes in a new leadership role:
- Communicate ceaselessly: "Be very clear about what it is your organization, department, is trying to achieve. Communicate ceaselessly with everybody, both internally and externally, who might be able to influence the outcome."
Tim Melville Ross, Chairman, DTZ.
Reflection is the most important ‘tool’ in the leadership kit.
- Try to be a human sponge: "In terms of the pitfalls, seems to me the real danger is thinking you've made it simply by getting there, that because you've got to a leadership role, you must have all the answers. Actually, the truth is quite the reverse. That's the time to be the human sponge, mop up the insights and intelligence." Jon Williams, World News Editor, BBC.
- Make the most of every experience: "Sure, have the vision, but use the experiences of others to map the route rather than expecting everyone to find their own way. The platform becomes a virtuous circle, networks open up, you're exposed to fresh ideas from other sectors. Each reinforces the last, that's the real privilege of the national leadership role." Jon Williams, World News Editor, BBC.
- Look on the funny side: "Be prepared for the length of time public policy decisions and changes can take, and be patient with the processes. Don't give up, keep a sense of perspective and a sense of humor." Sally Sykes, director of communications, DePuy.
- Do some work on your inner life: "Only those who are relatively ‘sorted’ in themselves will make good leaders and avoid causing pain to themselves and others." Dr John Inge, Bishop of Worcester.
- Develop a sense of trust: "Maintain a small group of people as touchstones and support. Choose who you work for and with, not a job description. Remember, it is people that make things happen but the connections take longer and might need more time to develop a sense of trust." Stephanie Palmerone, director of partnerships, Grove Investments.
- Enhance your listening skills:"You're unlikely to be as wise as the sum of all those around you. Be wary about the suggestion that some people are more important than others. Whether they be electors, customers or audiences, you put yourself in peril if you underestimate your public. Reflection is the most important ‘tool’ in the leadership kit!" Sir Michael Lyons, Professor of Public Policy, University of Birmingham and Chair, BBC Trust.
- Be yourself: "Be true to yourself and keep it authentic and human." Phil Murray, CEO, Petrotechnics.
Download the report from the Common Purpose website.
Introducing a new CEO
When introducing a new CEO to an organization, communicators will face a number of challenges, incuding the issue of effectively engaging employees with their new leader.
The Hub's manager and leader communication expert, Andy Szpekman (pictured, right), was asked by a Hub member how to shape the internal communication strategy for a new CEO. He recommends a 4-step approach for leaders and communicators to remember:
- Gather information: Find out what’s on employees’ minds both by speaking to them directly and by gathering input from others who know. Learn the hot issues and areas of concern before visiting sites and addressing large groups. If people believe you're genuine and plainspoken, you'll be seen as credible and likeable. Don’t underestimate the power of that.
- Tell a story: Describe how you view the organization’s mission. Why does the organization matter? What is the cause you want people to believe in? Also lay out the opportunities and challenges the organization faces.
- Reinforce what’s right: Spotlight what you see as the organization’s core strengths and reinforce what you want people to do more of. Celebrate and build upon past successes relevant to today’s challenges.
- Make it personal: Be candid and direct in your communication. Sincerity trumps canned replies every time. If people believe you're genuine and plainspoken, you'll be seen as credible and likeable. Don’t underestimate the power of that.
Have your say
From your experience of moving into a senior role, or helping to communicate a new CEO, what are the most valuable things to remember? What communication gaffes or pitfalls can the leader avoid? How can you as a communicator help a leader rising through the ranks? Share your experiences with us below.
Recommended resources:
Q&A: Where do I start when devising a 100-day strategy for a new CEO?
Melcrum report: 21st Century Leadership Communication
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