A checklist to ease leaders through their first 100 days

Amid the flurry of the swine flu outbreak, the first 100 days of Barack Obama's presidency have been slightly overshadowed.

He and his communications team seem to be doing a stirling job so far, but how can you support a new leader in the crucial early stages?

In the leadership communication column in Strategic Communication Management, managing director and founder of Flametree Communication, Darren Briggs says, "[CEOs] operate in a world that's typically quite lonely, where information is frequently filtered, they're under a constant spotlight and a gap exists between them, their people and their customers. Internal communication can play a key role in helping the CEO bridge this gap."

Keep reading for Briggs' checklist to help you if you find yourself working with a new CEO or in a new role with an established CEO.

"In May last year, the management consultants Booze Allen Hamilton published their annual report on chief executive attrition, The Crest of the Turnover Wave. After studying the movements of CEOs from the largest 2,500 companies in the world, they uncovered some rather startling facts. An incredible 1 in 7 CEOs will change job over the next 12 months, with poor-performing CEOs staying in office for two years. By comparison, the high-performing CEO stays in the job for just under eight years. Given that their tenure may be brief, this research only reinforces that the first 100 days for the chief executive is a critical time.

Creating myths and legends
Over the past 20 years, I've had the good fortune to work for some great brands and leaders. Experience tells me that during their first 100 days, the reputation they bring from their previous job will either be validated or contradicted.

Everything they say and do will be scrutinised. Perceptions will be quickly formed about their style and personality.

Myths and legends will become the hottest gossip in the workplace. With this in mind, it's critical to quickly establish their reputation and what they stand for. Internal
communication can play a valuable role in supporting the CEO, and in turn, establish a long-term relationship with their new leader.

Uncovering perceptions
Developing a personalized communication strategy must start by finding out how the new leader is perceived. While a quantitative survey may satisfy those with
a hunger for numbers, qualitative research will uncover how people really view the CEO as an individual and leader.

With these insights it's possible to develop a plan to shape the existing reputation into one they would like to have in the new organization. This means identifying what they stand for and helping them articulate how this supports and builds the brand of the organization.

Charismatic leaders
If you think about charismatic leaders such as Stuart Rose of Marks & Spencer,
Richard Branson of Virgin, or Phil Knight of Nike, organizational culture is
heavily influenced by the personality of its chief executive.

The behavior that resides within the organization is typically a reflection of the CEO's behavior and becomes associated with the brand. So it's important to define what the new CEO wants the corporate brand to stand for and what they can do to achieve that brand image and set an example for the
whole company.

[CEOs] operate in a world that's typically quite lonely, where information is
frequently filtered, they're under a constant spotlight and a gap exists
between them, their people and their customers. Internal communication can play a key role in helping the CEO bridge this gap.

A simple checklist
Every CEO is different and faces different challenges, but here's a simple checklist if you find yourself working with a new CEO or in a new role with an established CEO:

• Ask your CEO what kind of person they would like to be viewed as by employees - coach them on communication behavior that can help them achieve this goal.
• Establish very quickly what the CEO's key message is - ask questions until it is crystal clear.
• Know your business and brief your CEO on what type of communication is effective or not within your organization.
• Provide informed guidance on emerging communication trends - such as social media - and explain the business impact.
• Understand how the CEO listens to what people are saying.
• Determine the CEOs communication preferences - how does he or she like to receive and share information both inside and outside work?
  

You should expect to be the leader's communicator - developing messages and ensuring they're conveyed in the most appropriate way. But the balance should be tipping more towards being the communication leader - a role where you're providing strategic counsel to the CEO and coaching them so they're more effective in their new role and environment.

The full article can be found in the February/March 2007 issue of Strategic Communication Management.

Until next time,

P.S. Interested in finding out more about what leaders want from their internal communication function? Melcrum's report 21st Century Leadership Communication reveals best practice internal communication from the CEO's perspective. Buy your copy today.

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