It is lonely at the top. That’s a fact borne out in my work with senior leaders. The higher up the organization you go, the fewer peers you have. The people giving you advice have their own agendas, not nefarious…
You’ve had the reorganization or the merger or whatever it was that went down. It was bumpy. Emotions ran high. Some people left. New people joined. The dust is starting to settle. Now you’re left with the new team. How do you build and develop it? Here are some things to focus on:
- No one has the whole picture. Not even you. Everyone comes in carrying their own experience and perspective, which colors everything that they now observe happening. The sooner you start to form new shared experiences, the better.
- Create community. You can start creating those shared experiences by making sure people are spending time together, preferably physically, preferably frequently. At least initially you’ll need to orchestrate encounters for staff in different formats – formal, informal, off site, on site. Keep sessions interactive, incorporate elements that help people get to know each other, the personal side, as well as the professional experience they bring and the role they now have.
- Build Culture & Values. You’re bringing disparate corporate cultures together, so be intentional about the new culture you want to create. Use the interactive sessions you’ve set up to hear what people valued in their previous situations and the things they want to improve. Set aspirational goals for behavior, agree norms for how you will all work together. What do you all commit to do? And remember, if you’re in charge, you need to model the behaviors you’re asking for in others. Good luck!
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