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Begin gently with your team

Posted by: spcampbell
Date: 3/2/2007 9:49:49 AM

I once worked with a major high tech firm. Hired by the CEO, I was tasked with a very difficult divisional turnaround. I was told a new EVP would eventually be hired but until then I reported to the CEO Prior to me arriving there as 50% staff turnover, failing revenues and disgruntled clients. In time and with major effort we turned it around. I well remember being in the UK when I phoned my CEO to tell him I had earned a meeting for the two of us with Richard Branson. He was ecstatic - this represented major opportunity. It was in that call I was told he had hired the new EVP and he would be great.

Wrong. Within the first two weeks the new EVP took over everything I had been working on; discounted my strategy with VirginMobile - which was the reason we were where we were; minimized my role; and unbelievably told me the night before we were to meet Branson that "I understand you are still talking to our CEO - stop that soon or you will find yourself out on the road."

What was a good if not great recovery effort involving a solid team quickly became a good recovery effort involving a solid team that felt unappreciated by an admittedly very good mind (ideas and work ethic were superb) but one who was disrespectful, arrogant (would think nothing of taking a call in a group meeting leaving all to twiddle their thumbs until finished) and prone to caustic put downs.

Lesson learned is in any new team you join - particularly if you are in leadership - begin gently. Understand senior management's needs and objectives but listen well to all staff, partners and clients. Involve and respect them or you may get early results but, like a cancer, you have started the meltdown of an organizatin resulting in good people leaving hence lost opportunity.

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