Changing of the Guard
Posted on November 2, 2011 by Kelly Perkins — Leave a Comment
The changing of the guard; it’s an age-old tradition across the globe performed when one soldier’s shift ends and another’s begins. I’ve had the honor of watching it in a few different countries, and it strikes me that while there are differences in uniform and custom, these ceremonies are quite similar.
At the core, it represents a transfer of power, responsibility and leadership. It’s a delicate act that requires immense precision, discipline and skill.
As I was reading the news on Sam Palmisano’s upcoming retirement, it struck me that IBM, along with many other companies, is going through a changing of the guard. Consider the trend:
HP is on its second CEO this year.
Oracle got new leadership.
SAP got new leadership.
Yahoo got new leadership.
Apple got new leadership.
Google had some changes.
Leadership succession is a tricky task with big consequences. And let’s be clear: this is a communications task that you must get right. To be best prepared, build your plan around three stages of disclosure: before, during and after.
Before:
Secure your seat at the table. Have visibility into decisions that can impact the company’s narrative, or risk being surprised. Understand all the details and timing specifics surrounding the change. Know what success looks like.
Identify all of your audiences. Yes, all of them. Consider internal employees, investors, media, analysts, customers, partners, government elites, vendors and other influencers. You must have a plan for all of them to receive the news. Think about the right order.
Plan the story. Have a backup plan. Practice it. Think about the most important messages for right audiences and the hardest questions. If your long-time successful CEO is retiring, balance the introduction of new leadership with the celebration of his/her legacy. If the change is more abrupt, consider the elements you need to avoid panic. Be sure you are prepared for a leak; have a reactive statement and a crisis team. Practice delivering the story in advance.
During and After:
Remember that seat at the table? Sit in it. Be present and available for all communications needs during the announce. Advise honestly on everything from tone and delivery to personal presentation and be a helping hand. And don’t forget about the small stuff, like a glass of water for a parched executive!
Watch the reaction. Adjust on the fly. Rinse and Repeat. Watch all internal and external sources for feedback, and be ready to engage where necessary. Do in-depth analysis of how your news is received in competitive coverage, trends stories. Because you are prepared per the above, this will feel seamless.
Do a post-mortem. Plan for the future. Provide your honest point of view on how things went, and make suggestions. Sit down with your new leader and begin to talk about her/his principles and business goals. Help make these into a compelling, relevant executive platform. Ensure your plan is complete — think about speaking opportunities, customer engagements, social platforms, internal constituents and the media. Amplify your story everywhere.
Just like the changing of the guard, we can always count on leadership transitions. But with precision, a comprehensive plan and a little luck, yours will go off with success!
Image by Sr. Fernandez
