- you don't know what you don't know - I had the privilege of being a part of Concordia University Texas for nine years prior to my move into the role of president...and I had spent the previous year or two watching and listening very closely...and there was still A LOT of things of which I had no clue. I have come to understand that is the nature of a role like this and the nature of organizations. My takeaway is that leaders (especially new leaders) have to be comfortable with a certain amount of ambiguity AND that in certain cases longer formal transition times could be beneficial.
- the role of the CEO is hard - there are big decisions to be made in this role (with very few clear cut answers)...multiple people want your time (the days are FULL of meetings)...you are responsible for everything (and everyone)...you must rely on other people to get things done (remembering that you used to be that person)...the larger the institution, the longer it takes to make changes (buy-in by multiple constituencies takes time)...and the list continues. My takeaway is that the person in this role must always keep their eyes on the big picture, remembering that the difficult decisions and the time spent is leading toward something bigger and better for the institution and for the Kingdom.
- the role of the CEO is fun - there are big decisions to be made in this role (with very few clear cut answers)...multiple people want your time (the days are FULL of meetings)...you are responsible for everything (and everyone)...you must rely on other people to get things done (remembering that you used to be that person)...the larger the institution, the longer it takes to make changes (buy-in by multiple constituencies takes time)...and the list continues. My takeaway is that all the things that make this job hard are what give the person in this role energy and excitement. If the person in this role is not working hard AND having fun, they should step away, because it is either hurting them or the institution (and most often times both).
- take your time to build the very best team - it was eleven months before I had my final team in place (BIG kudos to those who served in interim roles during that time). Learning what roles are really needed...learning what the roles actually require...finding the right people to fill those roles...and launching the team in an appropriate manner - all of these take time and energy. My takeaway is that the CEO must be willing to put up with a little uncertainty and restlessness for a short period of time until they have the right team (and best team) assembled, believing that it is better to leave a position unfilled than to fill it with someone who might not be a good fit.
- make sure you have someone who has your back - because a new CEO does not know what they don't know, there has to be someone who will come along side to support, protect, and encourage them. I was fortunate enough to have a person in that role who knew the organization inside and out and out and gave me both the structure and the freedom to act confidently in this role (it also helped to have a Board who did the same thing throughout the year). My takeaway is that every leader needs their own Sancho Panza who will navigate the waters, make things happen, and take a few arrows along the way. Find yours early on and entrust them with things that matter.
It has been a great year and seven days...I am looking forward to the next 372 of them!
1 comment:
Great insight Don.
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