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The Navigating Change for CEO Success



http://braintrustceo.com/Your company has started on a new venture that is going to be needing quite a bit of change. Now, everyone is just hoping for good in this – but let us be a bit honest with you now, so as to save you from a lot of time, money and heartache in the coming future. As a CEO or as a CEO advisor, the style and the actions you make will have a direct impact on the company’s outcomes from this change. It is a no brainer to understand that this is surprising to you. It is very important to know what a successful change should be when you are leading an organization thought this change. Even if you have the best team of CEO peer advisory groups to help you in executing this change, how you empower and lead them has the potential to break or make your ROI.

The way you take decisions, your style and your actions (or not taking any actions) will all have a direct impact on the outcomes. The problem is that most CEO peer groups have no clue on measuring if they are having a negative or a positive impact. Gauging how your personal actions are having an impact on the outcomes of a change which has been undertaken is not always very easy. If we start by having good intentions, we normally believe that we are in some contributing and creating a positive impact though that may not be the case. We are not making deliberate mistakes and you may not get the right feedback from your CEO advisory group since they usually are afraid to come out and say how they feel.

You should start out by creating commitment, alignment and support among your executive team that functions on the top. Most executives seem to have the mentality of an individual contributor. It is up to you to overcome this and get all your top executives on board with determination. Create a model for the kind of change you are asking advisor group CEO members to participate in. Most members will believe what you show them and are normally skeptical of the words. This is especially true, if what you say is not backed by what you end up doing. You must make sure you follow through with your word in order to minimize the resistance from the employees and maximize their buy in and their commitment. You should have a very understanding of what you are asking the organization to do.

Change is the only constant in this world and a lot of CEOs look at their peer support groups when faced with the daunting task of driving change. But it is fun when you see good outcomes for your organization.

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