Handling Changes to Command with Grace, Part 1: Promoting within

In a recent article about Proctor & Gamble’s “Build from Within” program, it describes that succession planning is built into the company’s culture by methodically tracking and measuring the development of its leaders. Not a small feat for a company of more than 125,000 employees.

No matter how large or small the organization, succession planning is a key element in the success of a  future CEO. While your company’s executive board plans for its next leader, you should prepare yourself for the top at the same time. Below are a few tips to help an inside leader take the wheel with grace.

Prepare for the Role
As an inside hire, you already have access as to what works at your company and how to best fit into the CEO role. Be proactive in gaining the experience necessary to prove you’re the best fit. Utilize the support of your mentors and seek opportunities, such as projects that broaden your scope of duties, so that when the time comes to fill a vacancy, your skill set will come to mind. Putting a transition plan down on paper ahead of time will help you check off new responsibilities you want to add to your resume. 

Define the Boundaries
When you accept a promotion to CEO, some of your old team members may continue to come to you with old duties.  Be sure to set clear boundaries between where your old responsibilities end and your new ones begin.  Use guided direction (or just hit the “forward” button) to re-route any communications that are misappropriated to your desk. Be mindful now that your words carry more authority and take extra precautions in your communications immediately after your promotion. Remember, your responsibilities have changed but your relationships are still valuable.

Set Limits
With any new position of leadership, there may be things you would like to tweak to improve a process or idea. Take it slow and think strategically about the best way to make improvements over the long term. Similarly, with a new set of expectations being placed upon you, it may be hard as a CEO to feel as if you can ever truly leave your work at the office.  Even though this is often the reality, there are daily things you can do, like structure your calendar to incorporate downtime, to ease into your new position.

What challenges have you faced entering a new position of leadership? What is your advice to future leaders preparing to continue your company’s success?