(from Harvard Business Review) Close to 50 percent of new chief executives say that the role was “not what I expected beforehand," according to recent research of 20 large companies. Three key issues emerged in interviews:
Energy: Developing a strong senior leadership team and thinking of the board as a source of insight rather than an obligation contributed to feeling more energized.
Relationships: About 50 percent of new CEOs time was spent developing board relationships, and those that spent less time wish they'd spent more.
Information flow: Successful executives established a structure and culture in which the appropriate information flowed upwards and outwards to the board and other stakeholders.
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