Professional Documents
Culture Documents
Succeeding A Legend
Succeeding A Legend
A
Legend
It’s hard enough to be a new CEO, but it’s significantly harder
when the former CEO was both long-tenured and beloved.
How can you succeed when you’re constantly measured
against such a demanding standard? | By Francie Dalton
to continue the relationship—but stop vocal minority. But it is essential that the specified period of time, but only
maintaining a connection with the lega- board forms a united front and stands through the new CEO and never
cy leader in ways that are visible to staff. fully and consistently behind the new onsite. The duration of your acces-
Even occasionally engaging the leg- CEO. Board leaders must exert sufficient sibility doesn’t matter, as long as you
endary leader in positions of authority
or influence will seriously and inevita- Words of Wisdom
bly undercut the new CEO. Including “Don’t get into a tug of war with a ghost. It’s not about whether you’ll be equally beloved;
the past CEO in functions, whether it’s about whether you can lead.”—Robert T. Van Hook, CAE, president, Transition Management
onsite or offsite, perpetuates the past Consulting, Inc.
in a way that at best holds up and at “Understand clearly why your predecessor was successful. Then decide if complementary
worst impedes the stabilization of new talents are within your skill set.”—Lynn Nicholas, FACHE, president and CEO, Massachusetts
leadership. Equally important, maintain- Hospital Association
ing linkage with the legendary leader “Tenacity will override an awful lot.”—Kerry C. Stackpole, CAE, interim executive director for
implies consent for, and indeed encour- the National Association of Hispanic Publications
ages, end runs by disgruntled staff, the “If something doesn’t feel right to you, trust your gut and keep probing.”—Karen Tucker
continued use of the past leader as a key Thomas, CAE, president, KST Consulting
input to decision making, and covert “Remember: You didn’t just parachute out of the sky. The board chose you for a reason.
information sharing. Be confident about your ability to lead.”—David Patt, CAE, executive director, Association of
Because ambiguity in leadership is Running Event Directors and president of Association Executive Management
disconcerting to all concerned, boards “Be true to yourself. Be your own person. Following the legend doesn’t mean being like the
tend to accelerate filling a vacant CEO legend.”—Richard Coon, executive director, RV Industry Association
position. The focus on finding the right “Love the mission; love the organization; love the job. This will go a long way toward taking
person for the job can be so intense that the edge off of anything negative.”—Ronnie Wilkins, Ed.D., CAE, executive director, American
post-installation stabilization never College of Neuropsychopharmacology
becomes part of the plan. Here’s why “Let the irritant produce the pearl.”—Cheryl Kreider Carey, CAE, executive director, American
that presents a significant vulnerability. Academy of Audiology
There is a natural, understandable