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Confessions Of A New CEO: Lessons Learned In My First Year
- 1. Connecting Great Ideas and Great People www.asaecenter.org Content Leaders: Kevin R. Keller, CAE, CEO, Certified Financial Planners Board of Standards, Inc. Michael Fraser, CEO, Association of Maternal and Child Health Programs Confessions of a New CEO: Lessons Learned in My First Year Sun. Aug. 16, 1:30-2:45
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- NO ONE WILL INTRODUCE YOU – SO DIVE IN: Since Michael and I are here to deliver career advice, we should engage in a short introduction then outline each of our career paths for you. We have very different histories yet ended up in the CEO position of an association. Kevin – short bio/path from first assoc. job to TMA/AFP to CFP Michael – short bio/path…
- Kevin: You are in charge of your own career. If you aspire to the CEO role, keep these things in mind. Many of you may be fearful to share your career goals with your boss. If that’s the case, let me share a story – (Tell the leaving to go to grad school story)
- Outside experts are very helpful to consult before you start in your new role. They can help you think through the initial challenges and serve as your “transition team” into the job. CFP Board provided 12-18 month milestones as guideposts for me Manage expectations with family members – you will not be as available as usual during the first 3-6 months. Good physical conditioning helps manage stress and gives you more energy – be a corporate athlete.
- Have written goals going into the job on day one, along with an elevator speech to tell staff who you are. Speak in generalities at first – set broad priorities then manage performance to them. The hardest things to do: accept your temporary incompetence, don’t try to be the smartest person in the room, wait, listen and ask Be aware of how your actions and words affect everyone.
- Communication (both ways) with Board members is crucial to success. Start with the plan of most agreement – if long term vision is clearer, begin there, then work back into shorter term goals. Conversely, if short term goals are clear, build and expand them to a long term plan.
- Using visuals to strengthen your plan is helpful. It allows Board members to see the foundation upon which you will build the organization’s future. Talk about the six pillars…
- Working with the Board (managing up) is just as important as working with the staff (managing down).
- The CEO role may require a different set of skills than you have needed in the past. Leading and managing are two different things. It’s lonely at the top – truly. With no peers to bounce ideas off, you need to find a coach who will provide you with the honest feedback you need to hear but may not want to hear.
- In the beginning it is better to over communicate. Establish a procedure and regular schedule for these communications – this sets expectations of the audiences. Use all the tools available to you and tailor the messages to the prime audiences of each tool.
- The biggest early mistake CEOs make is hesitating to make necessary staff changes. Questions: (e.g. If you were CEO what would you do? What are you afraid I will do? What should we stop doing?)
- We will provide you with one example of a core value that resulted from the CFP staff exercise. Then, you will split into groups and create your own list of 5 core values arrived at by consensus to present to the room.
- Burnout is especially likely in smaller organizations. Train your body. Balance desire to succeed with demands on your time. Show more, do less.
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