Making a Positive Impact in the C-Suite

 
 
By Dennis McCafferty  |  Posted 06-01-2015 Email
 
 
 
 
 
 
 
 
 
 

A surprisingly large number of executives said they were not particularly good at earning support for new ideas when they transitioned to the C-suite, according to a recent survey from McKinsey & Company. An article, titled "Ascending to the C-Suite," indicates that many of these execs said they failed to meet their objectives during their tenure. Part of the problem relates to how they prepared for the role: Many focused primarily on business issues without gaining a keen understanding of their organization's culture. Executives who made the best transition to the C-suite often focused intently on aligning their agendas and approaches to such dynamics, according to McKinsey. "They relied more than others on their initial team of direct reports and spent more time learning about organizational culture, which all executives rate as the hardest area to understand," according to the article. "What's more, these executives received more support and resources from their organizations and were better able to spend their time and energy understanding the issues that they were in a unique position to influence." More than 1,190 executives took part in the research.

 
 
 
 
 
Dennis McCafferty is a freelance writer for Baseline Magazine.

 
 
 
 
 
 

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