Making a Positive Impact in the C-Suite

 
 
By Dennis McCafferty  |  Posted 06-01-2015 Email
 
 
 
 
 
 
 
 
 
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    Making a Positive Impact in the C-Suite
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    Making a Positive Impact in the C-Suite

    By Dennis McCafferty
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    Halted Momentum
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    Halted Momentum

    Nearly one-half of survey respondents said they were not effective at earning support for their new ideas when they moved into C-suite roles.
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    Incomplete Report
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    Incomplete Report

    More than one-third said they have not successfully met their objectives during their tenure.
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    Top Success Drivers for a C-Suite Transition
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    Top Success Drivers for a C-Suite Transition

    Creating a shared vision and alignment of strategic direction throughout the organization: 87%, Mobilizing team to function as a high-performing group with trust and efficiency: 86%, Identifying the highest-impact business opportunities: 82%
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    Not Ready for Prime Time
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    Not Ready for Prime Time

    While 68% said they spent either the right amount of time, or even too much time, preparing for the business elements of their transition, 54% said they devoted too little time for self-preparation (meaning their "personal readiness" for the job).
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    Intangible Factor
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    Intangible Factor

    40% said they didn't spend enough time learning about their organization's cultural dynamics.
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    Adjustment Period
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    Adjustment Period

    67% of those who have made successful transitions to the C-suite said it took them 100 days or less to feel fully comfortable in their new role, compared to 57% of those who didn't make such a transition who reached this stage within that time span.
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    Executive Recommendation
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    Executive Recommendation

    47% of those who made effective transitions needed three months or less to determine solutions to the role's initial strategic questions, compared to 32% of those who weren't successful who did so within that time frame.
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    Crystal Clear
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    Crystal Clear

    60% of execs who made successful transitions said their organizations understood their initial agenda priorities either "very well" or "completely," as opposed to just 32% of those who did not make such transitions who indicated the same.
 

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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